Design of P-RAN Business Model

Based on Decentralized Value Co-Production

Fanrong Meng, Hua Liu, Weimin Li, Xin Chen, Qingfeng Yang, Jiasi Jiang and Zhao Zou

China Telecom Research Institute, China

yangqf6@chinatelecom.cn, jiangjs@chinatelecom.cn, zouz1@chinatelecom.cn

Keywords: Decentralization, Value Co-Production, Web 3.0, Business Model.

Abstract: Based on the value co-production theory, this paper summarizes three key issues of value co-production:

resource coordination, operation governance and risk management. Then, this paper constructs a decentralized

value co-production model by combining with the characteristics of decentralized products. Based on this

model, this paper analyzes how to realize value co-production in decentralized network P-RAN, and finds

that users in decentralized network can independently control sharing and use according to their own network

resources, thus forming an “Online to Earn” operation mode. The decentralized network still faces many risks,

which need to be solved by technological and operational innovation in the future.

1 INTRODUCTION

The era of decentralized Web 3.0 has arrived. Web

3.0 is the next generation of “Read+Write+Own” net-

work compared to Web 1.0 and Web 2.0. Web 1.0,

where users can only read what the website provides,

is a typical centralized product. Web 2.0 realizes the

interaction between users and the network, and urges

enterprises to shift from the typical product-led logic

based on product cost performance to the typical ser-

vice-led logic based on providing a full set of service

solutions (Vargo, 2020; Yoo, 2010), thus leading to

the development of centralized products. Under the

operation and management of the centralized plat-

form, enterprises, users, suppliers and other roles can

jointly obtain value promotion (Heidenreich, 2015;

Prahalad, 2000), which accordingly realize value co-

production. In this case, some users can serve as re-

source delivery nodes. For example, social media us-

ers are both content creators and readers, which has

already had the initial prototype of decentralization.

With the development of blockchain technology and

the improvement of computing power, as well as the

urgent needs of users for personalized services and

data controls in their own hands, Web3.0 comes into

being.

In the Web 3.0 era, decentralized products empha-

size returning control of the internet to users. At pre-

sent, many decentralized products, such as Bitcoin

and Decentralized Finance (DeFi) products, have

been accepted and recognized by governments. It is

foreseeable that decentralized Web 3.0 will become a

new focus of international competition in the future.

Therefore, based on the three breakthrough points of

the value co-production theory and the characteristics

of decentralized products, this paper analyzes and

constructs the decentralized operation model. By ap-

plying the decentralized operation model, this paper

focuses on how mobile network operators (MNOs)

can innovate products and services in the 5G+/6G era

and then puts forward business proposals for them.

2 RESEARCH ON

DECENTRALIZED VALUE

CO-PRODUCTION MODEL

2.1 Value Co-Production

Value co-production was first proposed by scholar

Ramirez R (1999) (Ramirez,, 1999), which is jointly

created by two or more participants, including mutual

value and value created for other participants. Value

co-production theory has developed rapidly in the era

of internet economy. With the progress of Internet

technology, enterprises have been liberated from the

constraints of the concept and model of value creation

(Hirschhorn, 1984; Trist, 1981). It is believed that

484

Meng, F., Liu, H., Li, W., Chen, X., Yang, Q., Jiang, J. and Zou, Z.

Design of P-RAN Business Model Based on Decentralized Value Co-Production.

DOI: 10.5220/0012035400003620

In Proceedings of the 4th International Conference on Economic Management and Model Engineering (ICEMME 2022), pages 484-491

ISBN: 978-989-758-636-1

 2023 by SCITEPRESS – Science and Technology Publications, Lda. Under CC license (CC BY-NC-ND 4.0)

consumers hope to Interact with professionals, ser-

vice providers and other consumer groups to achieve

value co-production (Prahalad, 2004), and it is be-

lieved that intangible resources such as services will

also promote the improvement of value (Vargo,

2014). Some scholars have studied how enterprises

coordinate to achieve value co-production from the

aspects of resource coordination (Bharti, 2015; Lavie,

2006), operation governance (Dhanaraj, 2004;

Gawer, 2002) and risk management (Prahalad, 2004).

It can be seen from the existing research that value

co-production is the process of value maximization in

economic exchange of various production factors

(human factors, material factors and their combina-

tion factors). To achieve value co-production, enter-

prises or products need to focus on three break-

through directions: resource coordination, operation

governance and risk management.

2.2 Decentralization Value

Co-Production

Decentralization is initiated by the idea of Web3.0

network. Every node is the center, which can connect

and influence other nodes. It has the characteristics of

flat, open source and equality. A decentralized prod-

uct replicates the corresponding functions of central-

ized products in a decentralized manner (flat, open

source, equality, etc.). In order to find out how to re-

alize value co-production of decentralized products,

this paper will conduct a detailed analysis from three

breakthrough directions of value co-production: re-

source coordination, operation governance and risk

management.

(1) Resource coordination: from centralized man-

agement to spontaneous management, thus improving

quality and efficiency

The resource coordination and integration of de-

centralized products is spontaneous. The value is

mainly generated from the common authentication of

each node. The traditional centralized products real-

ize value promotion by coordinating the resources of

the upstream and downstream of the whole industry

and form a chain structure. Traditional centralized

products review the qualifications of suppliers, dis-

tributors and other users who provide known re-

sources, and adjust supply and demand by means of

automatic algorithm matching, big data recommenda-

tion matching or stakeholder interference matching.

Since the evaluation of resources in the later stage

mainly depends on user evaluation, paid posters and

advertisement can easily have a negative impact on

the merchant platform, which will reduce the effi-

ciency of information searching for users. For exam-

ple, search engines such as Google distort search

rankings for their own benefits.

Decentralized products are managed by individual

nodes in coordination with each other to form a net-

work ecosystem, so the resource management has

spontaneity. Nodes identify and judge the value of re-

sources by voting. Based on the consideration of their

own benefits, nodes will make careful judgments to

reduce the adverse influence caused by false infor-

mation. Taking the decentralized search product To-

ken Curated Registries (TCRs) as an example.

Through the voting judgment of nodes and optimizing

the screening mechanism of resources, TCRs can ef-

fectively select the candidate content with the best

quality, and puts it into TCR (Asgaonkar, 2018),

which is convenient for users to find valuable infor-

mation.

(2) Operation governance: build X to Earn incen-

tive mechanism to stimulate user initiative

Decentralized products emphasize the improve-

ment of data autonomy and algorithm autonomy of

users, weaken the centralized management ability of

products, and enhance user activity through incentive

mechanism. With the help of the control of produc-

tion factors such as channels and data, the centralized

products have the innate control and supervision

power over users. Centralized products coordinate

user behaviors through various rules, and achieve

platform profits increase through flow realization,

commission sharing, value-added services and

charged services. The operation of the centralized

products depends on the data privacy rights and con-

tent selection rights given by users. If data abuse oc-

curs, it is difficult for users to ensure the security of

their account data. For example, Facebook and Twit-

ter blocked Trump’s account.

Decentralized products do not have such central-

ized rights. To achieve similar operational and regu-

latory capabilities as centralized products, decentral-

ized products must rely on incentive mechanism de-

sign to provide power for the flow of production fac-

tors. Therefore, decentralized products try to combine

smart contracts, Decentralized Autonomous Organi-

zation (DAO), DeFi and other tools to relate user rev-

enue to user behavior, which create a new profit

model “X to Earn (X2E) (X represents user behavior,

such as learn, write, play, etc.)”. In the metaverse

game Axie Infinity, users can earn SLP tokens to feed

NFT pet Axie through pvp, pve and completing daily

tasks, which realizes a new profit model of Play to

Earn (P2E). Through this incentive method, rights are

reserved at each node as much as possible. Even if

harmful information appears, it will be recorded in the

Design of P-RAN Business Model Based on Decentralized Value Co-Production

485

product to facilitate supervision and governance. For

example, the decentralized social media Steemit will

not delete the content of low quality, but will only

hide it.

In short, decentralized products use blockchain to

reduce or eliminate reliance on third-party institu-

tions, and enhance user choice. At the same time, de-

centralized products connect behavior with profit to

form a more and richer X2E incentive mechanism in

the future, which will promote the value flow of pro-

duction factors.

(3) Risk management: decentralization reduces

risks by operational means such as limiting transac-

tions, establishing third-party neutral institutions, and

technical means such as blockchain technology

Decentralized products present a network opera-

tion because nodes do not interfere with each other.

Compared with centralized products, the risk degree

is higher and the risk spreads faster. Therefore, it is

necessary to explore new risk management methods.

Traditional centralized products can use centralized

platforms to supervise or block fraudulent transac-

tions, harmful information, data leakage, etc.

In order to solve the above risks, decentralized

products, on the one hand, take advantage of techno-

logical innovation, and based on blockchain, propose

Decentralized ID (DID) and smart contract to solve

the issues of identity verification and property rights

clarification, so as to reduce the risk of data leakage

and reduce the memory cost caused by account non-

communication of centralized products. On the other

hand, decentralized products use certain operational

innovations to reduce transaction risks. For example,

Steemit reduces the risks of illegal transactions by

limiting the time and frequency of transactions. In ad-

dition, third-party neutral institutions also provide

support for decentralized products to reduce fraudu-

lent transactions by providing trusts.

Based on the above analysis, this paper summa-

rizes the comparison of operation models of decen-

tralized products and centralized products as shown

in the following Table 1:

Table 1. Comparison of value co-production models between decentralized products and centralized products.

Web3.0 decentralize

roducts Web2.0 centralize

roducts

Schematic dia-

gram

Value co-produc-

tion subject

• Individual user nodes constitute a de-

centralized product ecology

• Connection mode: node-node

• Rights: user rights > decentralized

roducts

• Users, suppliers, distributors and third-party organiza-

tions constitute the industrial chain

• Connection method: supplier-platform; distributors -

platform; user-platform

• Ri

hts: centralize

roducts > use

hts

Value Co-produc-

tion resource gov-

ernance

• Resource source: node creation

• Value judgment criteria: node voting,

subjective judgment, etc

• Management mode: based on block-

chain technolo

• Source of resources: provided by suppliers

• Value judgment criteria: the central platform is based on

objective criteria

• Management mode: platform management, algorithm

lementation

Value Co-produc-

tion operation

management

• Product profit: commission sharing,

etc

• Incentives: X2E

• Data management: data and computing

power are stored in individual nodes

• Operation structure: network operation

• Product profit methods: flow realization, commission

sharing, value-added services, charged services, etc

• Incentives: promotions, discount activities, etc

• Data management: data and computing power are stored

on the platform, and the platform can optimize opera-

tions through big data analysis

• O

eration structure: chain o

eration

Value Co-produc-

tion risk manage-

ment

• A higher risk level than centralized

products

• Adopt technology, operation and other

means

• Rely on a centralized platform to manage risk

ICEMME 2022 - The International Conference on Economic Management and Model Engineering

486

2.3 Design of Decentralized Value

Co-Production Model

Based on the summary of value co-production theory

and the characteristics of decentralized products, this

paper constructs a decentralized value co-production

model as shown in the Figure 1 below. Decentralized

product value co-production model solves the prob-

lems of resource coordination, operation governance

and risk management of production factors through

flattening, open source and equalization, so as to

achieve value growth. Decentralized value co-pro-

duction is reflected in the spontaneous management

of resources. Under the promotion of the “X2E” in-

centive mechanism, nodes automatically create value

and judge value. It has the characteristics of endoge-

nous autonomy, which reduces the memory cost of

users, gives users real data autonomy, improves us-

ers’ autonomy in front of algorithms, and establishes

a new trust and collaboration relationship.

Figure 1: Decentralized value co-production model

3 APPLICATION OF P-RAN

OPERATION MODEL BASED

ON DECENTRALIZED VALUE

CO-PRODUCTION

3.1 Introduction of P-RAN

The development of decentralization is evolving in

stages, from products to services. At present, experts

and scholars have put forward many products and

ideas for the decentralized transformation of organiza-

tional and financial services. Similarly, web services,

as the foundation to support decentralized products,

have also received attention. Among them, Qi Bi (Bi,

2022), from China Telecom, proposed the idea of

Web3.0 decentralized network P-RAN (as shown in

the Figure 2) from the perspective of network archi-

tecture, which uses idle mobile terminals of users as

mobile relay and provides network coverage services

for users in areas with weak coverage or even no cov-

erage through multi-hop connection to cellular net-

works. It solves the problem of decentralized infra-

structure from the fundamental level of network ac-

cess. From the distribution form of the network, it can

be seen that P-RAN is a decentralized network. Users

can use the network and share the network with others.

Each person is both a terminal and a relay. This way

of network implementation provides a thinking direc-

tion for exploring decentralized network services.

This paper analyzes the business value model of de-

centralized P-RAN according to the current decentral-

ized product value co-production operation model,

which is helpful to judge the value of decentralized

network service development in the future.

Figure 2: P-RAN Schematic Diagram.

Design of P-RAN Business Model Based on Decentralized Value Co-Production

487

3.2 Application of P-RAN in

Decentralization Value

Co-Production

Resource Coordination

Compared with the traditional network, P-RAN users

have greater control over network resources. Users

play a dual role in the network, not only as users but

also as sharers. Traditional network resource alloca-

tion requires MNOs to build network base stations ac-

cording to the demand through network planning.

With the continuous update of technology, network

coverage will inevitably develop towards higher fre-

quency. However, the high-frequency signal has a

low barrier-breaking ability, so more base stations are

needed to achieve full coverage, and the cost of net-

work construction will increase gradually. Further-

more, with the continuous development of mobile ap-

plications, users’ demand for data usage is also very

different. Although the existing data usage packages

are graded according to the amount of data usage,

they can’t realize targeted package design according

to the preferences of each user.

To solve the above problems, the P-RAN network

is connected by intelligent terminals, and each net-

work user is regarded as a node. By encouraging

nodes to share the idle data usage in the package, the

P-RAN network provides network for users in weak

coverage areas, thus, realizing resource matching and

improves the utilization rate of network resources.

Through the coordination between nodes, the original

network dominated by MNOs has been upgraded to a

decentralized network jointly built by MNOs and us-

ers, and users can control the sharing and use of net-

work resources independently according to their own

needs.

Operation Governance

According to the network architecture of P-RAN, it

can be seen that in the early stage of P-RAN, node

users need to join quickly, and the rapid increase of

relay nodes can form a mesh connection relationship

and promote the whole network construction. Tradi-

tional MNOs have mostly used two approaches to

promote network construction. One is to provide a

good network experience through technical means to

attract users to join, such as Deutsche Telekom’s suc-

cessful test of stratospheric base stations designed to

help achieve mobile signal coverage in remote areas

where terrestrial connecting networks are difficult to

reach. The other is through marketing strategy, by

promoting web application development and thus at-

tracting users. For example, South Korea Telecom

uses synergistic development with the edge cloud to

build 5G clusters/communities to enable direct com-

munication and interaction with users in the region

with large bandwidth. It can be seen that P-RAN is

different from the traditional way of providing high-

quality network to attract users for promotion. There-

fore, the incentive mechanism of P-RAN network op-

eration is especially important.

According to the previous analysis, the incentive

mechanism of decentralized products trend to use the

X2E approach to manage users. P-RAN can also use

“token” as an incentive method to build “Online to

Earn (O2E)”, thus attracting users to share. Firstly,

MNOs can rely on a combination of objective and

subjective network performance characteristics, such

as QoS, network speed, user connection times, user

ratings, etc., so as to provide a fair and objective value

judgment criteria for identifying user contributions.

Secondly, MNOs can also refer to the form of Tiktok

topic challenge for network weak coverage areas to

identify and issue rewarding “token” rewards to at-

tract nearby users to share the network. Finally, the

establishment of “token” also provides support for

MNOs to supervise the traceability of illegal infor-

mation, which is helpful to purify the network envi-

ronment.

Traditional networks rely on connecting B-side

and C-side users to gain profits. In contrast, P-RAN

uses a distributed network architecture, which can ex-

pand this con-nectivity capability and incubate more

business scenarios. The trend of next-generation net-

work is the integration of space and earth, and the

combination of reality and virtual reality. The decen-

tralized network will promote the formation of full-

coverage network and provide a faster and more con-

venient way of network coverage compared to base

stations for daily weak coverage network supplement,

global network roaming, emergency network con-

struction and other scenarios. P-RAN through device-

to-device (D2D) connectivity is also helpful to iden-

tify proximity connection relationships, which can be

utilized to drive proximity service model innovation

such as accurately identifying potential COVID-19

infected persons, accurately placing promotional in-

formation in shopping centers and etc.

Risk Management

Compared with traditional networks, decentralized

networks will face more risk issues, such as technical

implementation risks, identity security risks, and risks

brought by “O2E” operation mode. From the current

stage, it is necessary for MNOs to lead the establish-

ment of P-RAN networks; MNOs can provide credit

endorsement and legal supervision for network secu-

rity issues.

ICEMME 2022 - The International Conference on Economic Management and Model Engineering

488

To solve these problems, apart from the risk man-

agement methods of existing networks, decentralized

networks can also verify users’ identity through the

dual method of “physical SIM card + virtual account

password”. When users share data usage or connect

to other sharers’ hotspots, their identity information

will also be recorded on the blockchain along with

data usage changes, thus ensuring network security

from a technical perspective. In the process of asset

trading, MNOs can use methods such as limiting the

time and frequency of transactions to reduce the op-

erational risks that may be associated with O2E.

Besides the risk management of the decentralized

network itself, P-RAN, as a decentralized infrastruc-

ture, can provide authentication at network access

level for other decentralized products. MNOs can

even serve as third-party organizations to provide risk

management support in other decentralized products,

such as tracking illegal information or even blocking

it from network access level, thus improving the net-

work security of users at application level.

3.3 Discussion

Combined with the previous analysis, a comparison

of decentralized network operation and traditional

network operation is summarized as shown in Table2:

Table 2: Comparison between Decentralized P-RAN Network and Traditional Network Based on Value Co- Production.

Decentralize

Networ

P-RAN Traditional Networ

The main

body of the

network

• MNOs and users jointly build and

own decentralized network

• Network connection mode: user-

user; use

ase station

• MNOs build and own networks

• Network connection mode: user-

user-base station

Network re-

source man-

agement

• Source of Network Resource:

MNOs and user

• Network Judgment Criteria: QoS,

network coverage time, user con-

nection times and user ratings, etc.

• Data usage management: users pur-

chase a fixed package, and the re-

maining data usage can be shared

with othe

users

• Source of Network Resource:

MNOs

• Network Judgment Criteria: QoS,

etc.

• Data usage management: users

purchase a fixed package

Network Op-

eration Gov-

ernance

• Incentive Mechanism: O2E

• Data management: user and MNO

• Potential expansion strategies: full

coverage scenarios, proximity ser-

vice scenarios, other decentralized

applications

• Incentive Mechanism: combina-

tion of Technological innovation

(improving network coverage)

and marketing innovation (pack-

age discounts, etc.) to attract user

to join

• Data management: MNO

• Potential expansion strategies:

users with 2B2C mode

Network

Risk Man-

agement

• Identity authentication through the

dual method of “physical SIM card

+ virtual account password”

• Limiting transaction time or fre-

quency

• Potential Expansion Service: pro-

vide risk management support for

othe

decentralize

roducts

• Identity authentication through

“Account + Password”

According to the above table, it can be seen that

P-RAN decentralized network is a practice in decen-

tralized value co-production operation model, which

is reflected in the following three aspects.

First, P-RAN is a network infrastructure jointly

owned by users and MNOs. P-RAN is a decentralized

network dominated by MNOs and deeply involved by

users.

Design of P-RAN Business Model Based on Decentralized Value Co-Production

489

Second, P-RAN is a new economic system which

is jointly built and shared by users and MNOs. The

value to MNOs is reflected in the more personalized

network resources allocation. Taking advantage of

the inherent network resources and user, MNOs save

investment in base station construction, and expand

to achieve full network coverage of Web 3.0. The

value to users is reflected in the self-control of net-

work resources; users can even make profits through

the “O2E” model. For other enterprises, the value is

reflected in the incubation of more Web3.0 applica-

tions and the landing of proximity service scenarios

under the support of P-RAN network.

Third, in terms of network risk management,

MNOs solve the risk of P-RAN network technology

implementation, identity security and the risk brought

by the “O2E” operation mode through technical and

operational means, and build a safe, credible and val-

uable network. With the dual support of MNOs’

credit endorsement and immutability of blockchain,

P-RAN’s security is fully guaranteed and provides

risk management support for other decentralized

products.

The relationship between decentralization value

co-production and decentralized network P-RAN

value co-production is shown in the following Figure

Figure 3: Decentralized network P-RAN value co- production positioning

4 CONCLUSION

In the era of Web 3.0, the rapid development of block-

chain technology has promoted the birth of various

decentralized products. In this paper, the decentral-

ized product value co-production model is con-

structed from three breakthrough directions of value

co-production (resource, operation, and risk). The

value of decentralized products is reflected in the

spontaneity of coordinated resource allocation. Under

the incentive mechanism of “X2E”, nodes have the

autonomy of data and algorithm, thus realizing the

real “Read+Write+Own”.

On the basis of defining the value points of exist-

ing decentralized products, this paper analyzes the

business model of decentralized network P-RAN. It

is found that in terms of network resource allocation,

decentralized networks are more autonomous and

personalized than traditional networks. On the one

hand, MNOs can use the 5G/6G investment savings

as the fund source for the decentralized network’s re-

wards pool, incentivizing users to share and use the

network through the “O2E” model. On the other

hand, users can use idle terminals to share excess data

usage within their packages to gain revenue on the

basis of ensuring their own network quality, while

providing support for MNOs to achieve full coverage.

Compared with traditional networks, risk manage-

ment in decentralized networks is more difficult. In

addition to technological innovation, MNOs can also

reduce risk by means of authentication, limiting trans-

action time or frequency, etc. Ultimately, with the

participation of users and MNOs, the decentralized

network will become a secure and valuable network

infrastructure and economic system.

On the basis of traditional network 2B2C busi-

ness, the decentralized network is expected to incu-

bate more new business and bring more potential

value to other en-terprises. Driven by the decentral-

ized network, new decentralized products will drive

the rapid growth of users and data usage across the

network, and finally form a value growth cycle. At

the same time, the decentralized network can also

promote the innovation of proximity service mode by

virtue of the connection characteristics of intelligent

terminals, such as providing support for precise epi-

demic prevention and control, merchant information

promotion, etc. In the future, the decentralized net-

work can be expanded into a global Web 3.0 network,

and users traveling abroad will not need to open in-

ternational roaming. Combining the above factors,

the construction of a decentralized network can

achieve growth in the overall value of MNOs, enter-

prises and users, and drive the birth of more decen-

tralized products.

Due to limited time and energy, the vision of de-

centralized infrastructure con-struction in this paper

ICEMME 2022 - The International Conference on Economic Management and Model Engineering

490

is summarized according to the characteristics of ex-

isting decentralized products. In the future, more re-

search is needed to solve problems such as how to re-

alize the compatibility between decentralized net-

works and existing networks, and how to achieve net-

work interface among MNOs. Meanwhile, in the pro-

cess of decentralized operation, the supervision of de-

centralized network still needs legal support; how to

quickly block illegal information and how to coordi-

nate the property rights system of network sharing are

also issues that need to be addressed. These problems

require not only the technical innovation by MNOs

and enterprises, but also the support of government

regulatory authorities. Currently, decentralized infra-

structure is in its envisioned stage, but with the pro-

gress of technology, more applications will emerge.

REFERENCES

Asgaonkar, A., Krishnamachari, B.: Token curated regis-

tries-a game theoretic approach. arXiv preprint

arXiv:1809.01756(2018).

https://arxiv.53yu.com/pdf/1809.01756.pdf

Bharti, K., Agrawal, R., Sharma, V.: Value co-creation: Lit-

erature review and proposed conceptual framework. Int

J Market Res, 57(4), 571-604(2015). doi:10.2501/ijmr-

2015-012

Bi, Q.: The Proximity Radio Access Network for 5G and

6G. IEEE Communications Magazine, 60(1), 67-

73(2022). doi: 10.1109/mcom.001.21494

Dhanaraj, C., Lyles, M. A., Steensma, H. K., Tihanyi, L.:

Managing tacit and explicit knowledge transfer in IJVs:

the role of relational embeddedness and the impact on

performance. J INT BUS STUD, 35(5), 428-442(2004).

doi: 10.1057/palgrave.jibs.8400098

Gawer, A., Cusumano, M. A.: Platform leadership: How In-

tel, Microsoft, and Cisco drive industry innovation

(Vol. 5, pp. 29-30). Boston: Harvard Business School

Press (2002). doi:10.5172/impp.2003.5.1.91

Heidenreich, S., Handrich, M.: Adoption of technology-

based services: the role of customers’ willingness to co-

create. J SERV MANAGE, 26(1), 44-71(2015).

doi:10.1108/josm-03-2014-0079

Hirschhorn L. Beyond Mechanization. MIT Press, Boston,

MA,1984.

Lavie, D.: Capability reconfiguration: An analysis of in-

cumbent responses to technological change. AMR,

31(1), 153-174(2006).

doi:10.5465/amr.2006.19379629

Prahalad, C. K., Ramaswamy, V.: Co-opting customer

competence. HBR, 78(1), 79-90(2000).

https://link.gale.com/apps/doc/A59023943/AONE?u=

anon~185c9bd6&sid=googleScholar&xid=08ca2fb8

Prahalad, C. K., Ramaswamy, V.: Co-creating unique value

with Customers. Strategy & Leadership, 32(3), 4-

9(2004). doi: 10.1108/10878570410699249

Ramirez, R.: Value co‐production: intellectual origins and

implications for practice and research. Strateg. Manag.

J., 20(1), 49-65(1999). doi:10.1002/(sici)1097-

0266(199901)20:1<49::aid-smj20>3.0.co;2-2

Trist, E. L.: The evolution of socio-technical systems (Vol.

2). Toronto: Ontario Quality of Working Life Centre

(1981).

Vargo, S. L., Lusch, R. F.: Evolving to a new dominant

logic for marketing. In: The service-dominant logic of

marketing (pp. 21-46). Routledge (2014).

doi:10.4324/9781315699035-9

Vargo, S. L.: From Promise to Perspective: Reconsidering

Value Propositions from a Service-dominant Logic Ori-

entation, IND MARKET MANAG, 87(5), 309-

311(2020). doi:10.1016/j.indmarman.2019.10.013

Yoo, Y., Henfridsson, O., Lyytinen, K.: Research commen-

tary—the new organizing logic of digital innovation: an

agenda for information systems research. INFORM

SYST RES, 21(4), 724-735(2010).

doi:10.1287/isre.1100.0322

Design of P-RAN Business Model Based on Decentralized Value Co-Production

491