Value co-creation in an emerging domain: The case of G-protein coupled receptor (GPCR)-targeted cancer research

Value co-creation is a strategic initiative involving organizations and participants designed to enhance outcomes in the field in which they are involved. Th is dissertation titled, “Value co-creation in an emerging domain: Th e case of G protein-coupled receptors (GPCRs) in oncology,” focuses on the dynamics of individuals, groups, and organizations who engage in interactive and collaborative processes in the domain of GPCR-targeted cancer research. The research presented refers to the work package on dissemination titled “Ambidextrous value co-creation,” which is a part of the European Union Project called “ONCOgenic Receptor Network of Excellence and Training (ONCORNET 2.0) on GPCR-targeted cancer research. It aims to capture the existing relations between applying this novel field of GPCR-targeted cancer research and organizing it in diff erent settings. Thus, value co-creation in an emerging domain aims to provide an explorative account of multidisciplinary team settings with scientists, researchers, and firms working in different settings in the context of GPCR-targeted cancer research. We describe a practice-based understanding of the foundation of the organization of cancer research at its early translational stage. It is done by capturing the multifaceted nature of this phenomenon in the exploratory and exploitative activities. The overall research question of this research is to explore the role of value co-creation in a newly emerging domain in the broader field of cancer research. The research concludes that ambidextrous value co-creation is the ability of different organizational settings to successfully manage the tensions of exploration and exploitation in the cancer research continuum. The diverse perspectives of value co-creation in an emerging domain highlight several key points. It emphasizes the nature of continuous improvement by supporting cross-disciplinary learning and collaboration in the cancer research continuum. It provides a practice-based understanding of early translational cancer research. It establishes a nexus between cancer clinical research and innovation management in an emerging domain based on robust findings from rigorous, reliable, and valid research. Finally, it provides an evidence-based account of how resource orchestration is a vital link that fosters scientific leadership in academic settings and maintains organizational ambidexterity in high-tech small firms in exploring opportunities. New evidence from this dissertation provides a map for navigating the landscape of the cancer research continuum by developing a theory-based, data-driven argument for demonstrating the significant impact of ambidextrous value co-creation in an emerging domain.