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Journal articles on the topic 'Creation of value'

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Published: 4 June 2021
Last updated: 1 February 2022

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1

Menon, Arun B. "Value and Value Co-Creation." Global Journal For Research Analysis 3, no. 1 (June 15, 2012): 42–43. http://dx.doi.org/10.15373/22778160/january2014/33.

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2

Mazurek, Grzegorz. "Network Value Creation through Marketing." Management and Business Administration. Central Europe 22, no. 4 (December 15, 2014): 70–77. http://dx.doi.org/10.7206/mba.ce.2084-3356.120.

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Krzyżanowska, Magdalena, and Jolanta Tkaczyk. "Shared Value Creation and Marketing." Management and Business Administration. Central Europe 22, no. 4 (December 15, 2014): 153–67. http://dx.doi.org/10.7206/mba.ce.2084-3356.127.

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Lichtenstein, Scott, and Pat Dade. "The Shareholder Value Chain: Values, Vision and Shareholder Value Creation." Journal of General Management 33, no. 1 (September 2007): 15–31. http://dx.doi.org/10.1177/030630700703300102.

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Business now almost universally accepts that the primary management task is value creation. The impact of leaders’, directors' and executives' personal values in the value creation process has been largely ignored in the literature. This paper seeks to redress the current situation by proposing that the needs and values of leaders and executives drive the vision, goals and strategies to create shareholder value. Yet, while most directors and senior managers will be at ease with pushing the organisation farther and faster in the creation of new methods to create more shareholder value, this is creating dis-ease amongst other directors, executives and the organisations' operator who have different values. This disease potentially stymies leaders' and boards' ability to create more value for shareholders. By understanding the values dynamic and asking different questions, boards and leaders can motivate the culture to create more value. The objective of this paper is to build on previous executive values research by examining the impact of how the values of one executive value group translate into methods of creating shareholder value and proposing the linkage between leaders values and shareholder value. First, a theoretical background is provided. Next, the results of empirical research into executive values are briefly reviewed and combined with data and insights from proprietary market research to discuss how the needs and values of one executive value group impact on strategic leadership factors driving shareholder value creation methods. This is followed by proposing a conceptual framework illustrating the linkages between leaders' values and shareholder value creation with propositions. Conclusion and implications are drawn and finally limitations and areas for further research are provided.
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Yoo, Myongjee, and Billy Bai. "Value Creation." Journal of Quality Assurance in Hospitality & Tourism 8, no. 2 (November 28, 2007): 45–65. http://dx.doi.org/10.1300/j162v08n02_03.

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Ngamsirijit, Wuttigrai. "Value creation in creative tourism: co-creation through data mining." International Journal of Intelligent Enterprise 2, no. 2/3 (2014): 255. http://dx.doi.org/10.1504/ijie.2014.066676.

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Rahayu, Agus, Ayu Krishna Yuliawati, and Suwatno Fakhrudin. "Value Creations Through Co-Creation and Collaboration Strategy in SMEs Creative Industry." Jurnal Pendidikan Ekonomi Dan Bisnis (JPEB) 8, no. 1 (March 20, 2020): 77–85. http://dx.doi.org/10.21009/jpeb.008.1.8.

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The study focuses on fashion Small Medium Entreprises (SMEs) in Indonesia utilizing strategies and efforts to develop value creations. It is generated by co-creation and collaboration strategy which are supported by market attractiveness and dynamic capabilities. The objectives of this study are to perform analysis on co-creation, collaboration strategy and value creations of SMEs in fashion industry. The research method is descriptive and explanatory survey. The sample size are thirty one SMEs in Bandung and Partial Least Square (PLS) technique was used to test the hypothesis model. The unique findings is co-creation and collaboration strategy have influence on value creations. Market attractiveness or potential profitability be a major input in formulating and implementing both strategies. The phenomena depicted that optimizing market attractiveness and dynamic input capabilities can help SMEs formulate and implement co-creation and collaboration strategy more effectively to create value for customers (value creations). This research gave theoritical recommendation for fashion industry to enhance their value creations process and to develop co-creation and collaborations strategy.
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Kim, Jeumnam, and Yeojin Lim. "The Implications of Corporate Philosophy and Shared Value for SOCIAL VALUE Creation." J-Institute 5, no. 2 (September 30, 2020): 13–22. http://dx.doi.org/10.22471/value.2020.5.2.13.

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9

Chen, Jiawen, Xiaotao Yao, and Linlin Liu. "Value creation and value maintenance." Chinese Management Studies 13, no. 2 (June 3, 2019): 318–41. http://dx.doi.org/10.1108/cms-06-2018-0583.

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Purpose This paper aims to examine how a firm’s capability affects its political networking in emerging economies and how the institutional environment influences the relationship between a firm’s capability and its political networking. Design/methodology/approach The authors test the theoretical model by analyzing a database from a World Bank survey in China. Findings The results show a nonlinear (U-shaped) relationship between a firm’s capability and its efforts in political networking. The relationship between a firm’s capability and political networking is contingent on the institutional environment, as reflected in institutional development and industry regulation. Originality/value This study elucidates political networking in emerging economies and contributes to research on corporate political strategy.
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10

Sharma, Dr Asha. "Shareholder Value Creation in Tata Consultancies Ltd." Paripex - Indian Journal Of Research 3, no. 4 (January 15, 2012): 26–28. http://dx.doi.org/10.15373/22501991/apr2014/7.

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11

Heggmaier, Ronald. "Value-Creation-Program." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 96, no. 7-8 (August 18, 2001): 393–98. http://dx.doi.org/10.3139/104.100451.

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12

Austin, James E., and M. May Seitanidi. "Collaborative Value Creation." Nonprofit and Voluntary Sector Quarterly 41, no. 5 (July 16, 2012): 726–58. http://dx.doi.org/10.1177/0899764012450777.

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Austin, James E., and Maria May Seitanidi. "Collaborative Value Creation." Nonprofit and Voluntary Sector Quarterly 41, no. 6 (September 13, 2012): 929–68. http://dx.doi.org/10.1177/0899764012454685.

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14

Bae, Johngseok, and Chiho Ok. "Human 'Value Creation' and 'Human Value' Creation: The Capability Approach." Academy of Management Proceedings 2012, no. 1 (July 2012): 15249. http://dx.doi.org/10.5465/ambpp.2012.15249abstract.

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15

Agafonow, Alejandro. "Value Creation, Value Capture, and Value Devolution." Administration & Society 47, no. 8 (November 24, 2014): 1038–60. http://dx.doi.org/10.1177/0095399714555756.

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16

Ramaswamy, Venkat. "Co-creation of value — towards an expanded paradigm of value creation." Marketing Review St. Gallen 26, no. 6 (December 2009): 11–17. http://dx.doi.org/10.1007/s11621-009-0085-7.

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17

Khopade, Mohini. "Value Creation and Value based Management." International Journal for Research in Applied Science and Engineering Technology 8, no. 5 (May 31, 2020): 2044–48. http://dx.doi.org/10.22214/ijraset.2020.5335.

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18

Tantalo, Caterina, and Bruce Paton. "Value Innovation through Value Co-creation." Proceedings of the International Association for Business and Society 24 (2013): 240–51. http://dx.doi.org/10.5840/iabsproc20132425.

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19

Sheth, Jagdish N. "Customer value propositions: Value co-creation." Industrial Marketing Management 87 (May 2020): 312–15. http://dx.doi.org/10.1016/j.indmarman.2019.10.012.

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20

Jones, Colin, Kathryn Penaluna, and Andy Penaluna. "Value creation in entrepreneurial education: towards a unified approach." Education + Training 63, no. 1 (October 27, 2020): 101–13. http://dx.doi.org/10.1108/et-06-2020-0165.

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PurposeThis paper aims to propose a unified framework for understanding the development and distribution of value within and from enterprise and entrepreneurship education. In doing so, the authors trace the origins of value creation pedagogy back 100 years and reconnect this lost literature to contemporary thinking as to what constitutes value creation pedagogy.Design/methodology/approachThis conceptual paper identifies specific temporal-specific problems with current thinking in enterprise and entrepreneurship education vis-à-vis who gains the value from value creation pedagogies. To address this identified anomaly, the authors seek to develop a spectrum of value-creating activities/processes applicable to enterprise and entrepreneurship education. The underlying aim of this approach is to provide clarity around who specifically benefits from value creation pedagogies, how and when.FindingsIn developing a spectrum of value-creating activities/processes applicable to enterprise and entrepreneurship education, the authors have successfully located all major forms of value creation pedagogies in an iterative manner that caters to the authentic development of value for oneself and others. The proposed model assumes that the creation of authentic value for others should be preceded by the development of specific capabilities in the value creators.Practical implicationsThere are important implications that arise for all enterprise and entrepreneurship educators in the discussions presented here. Most importantly, value creation pedagogies should be fueled by the ongoing development of purpose, agency and capability via cultivated reflection.Originality/valueThis paper broadens the notion of what constitutes value creation pedagogy in enterprise and entrepreneurship education. In doing so, the authors elevate the importance of student creative competency development over value creation.
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21

Cucagna, Maria Emilia, and Peter D. Goldsmith. "Value adding in the agri-food value chain." International Food and Agribusiness Management Review 21, no. 3 (March 20, 2018): 293–316. http://dx.doi.org/10.22434/ifamr2017.0051.

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Global agricultural markets reflect the increasing complexity of modern consumer demand for food safety and quality. This demand has triggered changes throughout the food industry, and led to greater opportunities for product differentiation and the potential to add value to raw commodities. Greater differentiation and value adding over time has in turn dramatically changed the price spread or marketing bill between the farm value of products and the retail value. Thus a significantly greater percentage of the final price paid by consumers is now garnered down chain rather than up chain over the last 20 years. This apparent shifting of value creation or addition, as measured by the marketing margin, has invigorated empirical questions as to where, and how much value, is created along the agri-food value chain. First we define value creation/adding, and then we estimate the economic value added for 454 firms. We validate our findings by creating and employing three additional value creation measures – the modified economic value added, the creation or destruction of value, and the persistence of value creation. Finally we estimate value creation at each node of the value chain, measure the relative differences among firms and nodes, and estimate a model measuring the drivers of value adding.
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22

Piyathasanan, Bhuminan, Christine Mathies, Paul G. Patterson, and Ko de Ruyter. "Continued value creation in crowdsourcing from creative process engagement." Journal of Services Marketing 32, no. 1 (February 12, 2018): 19–33. http://dx.doi.org/10.1108/jsm-02-2017-0044.

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Purpose Crowdsourcing delivers creative ideas for the issuing firm, but participants’ engagement in the creative process also creates additional benefits to firms and participating customers. The purpose of this study is to investigate if these spill-over values endure over time. With data from two time point, i.e. at submission and after announcement of the contest winners, we examine the relationship between the degree of a participant’s creative process engagement (CPE) and value creation from a crowdsourcing contest, and how these perceptions of value change over time. Design/methodology/approach Data were collected from 154 participants in a crowdsourcing contest at two time points with an online survey: at submission, and after receiving feedback (in term of rankings, rewards, and comments) from the community. Partial Least Square path modelling was used to estimate both main and moderating effects. Findings CPE increases the perceived value of customers (social and epistemic value) and firms alike (knowledge-sharing intention and customer loyalty), though all but epistemic values decrease over time. Disconfirmation of expectations and need for recognition moderate these effects. Originality/value This paper is the first longitudinal study that helps understanding the effect of CPE on value creation from crowdsourcing across time. It also uses the theoretical lens of the honeymoon hangover effect to explain how perceived value changes. The resulting insights into the role of customer engagement in crowdsourcing contests and subsequent value creation will be beneficial to the growing research stream on consumer value co-creation and user innovation.
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23

Makkonen, Hannu, and Rami Olkkonen. "Interactive value formation in interorganizational relationships." Marketing Theory 17, no. 4 (March 24, 2017): 517–35. http://dx.doi.org/10.1177/1470593117699661.

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The article builds a framework for interactive value formation (IVF) in interorganizational relationships. The framework describes IVF as interplay between resource integration and a multilevel service system, which manifests in interaction episodes accumulating into a relationship. The interplay generates outcomes in which the actors are better off (co-creation), worse off (co-destruction), or indifferent (no-creation) to value gained. The framework is demonstrated in an empirical case of a cultural sponsorship relationship where the co-destructive and no-creative interaction episodes dominated co-creative instances, finally accumulating into a relationship outcome of value no-creation for both parties. The framework and the launched novel conceptualization of value no-creation contribute to the research on service systems, resource integration for value, and failure in value co-creation. The research on failure in value co-creation, that is, value co-destruction, is scant. This article further elaborates this research stream and bridges to the research on co-creation.
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24

Haddadi, Amin, Agnar Johansen, and Svein Bjørberg. "Best Value Approach (BVA): Enhancing Value Creation in Construction Projects." Business Systems Research Journal 8, no. 2 (September 1, 2017): 84–100. http://dx.doi.org/10.1515/bsrj-2017-0018.

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Abstract Background: Research has revealed an inadequate understanding of the owners’ and users’ strategic objectives and a lack of methodology for translating these objectives into functional buildings. Fulfilment of owners’ and users’ objectives is fundamental in creating value through a project. Management and design processes can be decisive in achieving the desired objectives. Hence, knowledge about what creates value applied into a management framework will enable higher value creation. Objectives: Providing a framework to enhance value creation in projects by addressing: i) what means and principles should be considered in the front end of a project to secure value creation?; and ii) how can these principles be structured in a framework to maximize the project’s value creation? Methods/Approach: A literature study, two questionnaires, a focus group workshop, 8 interviews, and two case studies. Results: Fulfilment and alignment of users’ needs and owners’ strategies combined with innovative thinking is required for value creation. Challenges and obstacles for value creation are identified, and a framework is suggested. Conclusions: The framework suggests principles that contribute to value creation in each phase of a project. Implementing this methodology will help decision makers towards a better understanding of the objectives and translating them to functional solutions.
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25

Moran, Peter, and Sumantra Ghoshal. "VALUE CREATION BY FIRMS." Academy of Management Proceedings 1996, no. 1 (August 1996): 41–45. http://dx.doi.org/10.5465/ambpp.1996.4978175.

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KIKUTANI, TAKESHI. "Value Creation of Fibers." Sen'i Gakkaishi 74, no. 1 (2018): P—1—P—1. http://dx.doi.org/10.2115/fiber.74.p-1.

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Autio, Erkko, and Llewellyn D. W. Thomas. "Ecosystem value co-creation." Academy of Management Proceedings 2018, no. 1 (August 2018): 15913. http://dx.doi.org/10.5465/ambpp.2018.15913abstract.

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28

Sharma, Arun, R. Krishnan, and Dhruv Grewal. "Value Creation in Markets." Industrial Marketing Management 30, no. 4 (May 2001): 391–402. http://dx.doi.org/10.1016/s0019-8501(01)00153-5.

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29

FUKUDA, Shuichi. "Communication and Value Creation." Proceedings of Design & Systems Conference 2004.14 (2004): 129–32. http://dx.doi.org/10.1299/jsmedsd.2004.14.129.

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30

Watanabe, Hiroshi. "Value Creation in Broadcasting." Journal of the Institute of Image Information and Television Engineers 68, no. 10 (2014): k18. http://dx.doi.org/10.3169/itej.68.k18.

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31

Angelis, Jannis, Mairi Macintyre, Jag Dhaliwal, Glenn Parry, and Jelena Siraliova. "Customer Centered Value Creation." Issues of Business and Law 3, no. -1 (May 1, 2011): 11–19. http://dx.doi.org/10.2478/v10088-011-0002-8.

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32

Low, Jonathan. "The value creation index." Journal of Intellectual Capital 1, no. 3 (September 2000): 252–62. http://dx.doi.org/10.1108/14691930010377919.

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Ichi, TAKUMI. "Value Creation in JSEE." Journal of JSEE 67, no. 3 (2019): 3_1. http://dx.doi.org/10.4307/jsee.67.3_1.

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34

Fernandes, Antonio S. C. "(Biblical) creation of value." International Journal of Engineering Management and Economics 1, no. 1 (2010): 46. http://dx.doi.org/10.1504/ijeme.2010.034599.

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35

Collier, Jane. "Wealth-creation and Value." International Review of Applied Economics 10, no. 2 (May 1996): 323–28. http://dx.doi.org/10.1080/02692179600000026.

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36

Cohen Kalafut, Pamela, and Jonathan Low. "The value creation index:." Strategy & Leadership 29, no. 5 (October 2001): 9–15. http://dx.doi.org/10.1108/10878570110696632.

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37

Anker, Thomas Boysen, Leigh Sparks, Luiz Moutinho, and Christian Grönroos. "Consumer dominant value creation." European Journal of Marketing 49, no. 3/4 (April 13, 2015): 532–60. http://dx.doi.org/10.1108/ejm-09-2013-0518.

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Purpose – The purpose of this paper is to provide an analysis of the ontological and semantic foundations of consumer-dominant value creation to clarify the extent to which the call for a distinct consumer-dominant logic (CDL) is justified. This paper discusses consumer-driven value creation (value-in-use) across three different marketing logics: product-dominant logic (PDL), service-dominant logic (SDL) and CDL. PDL conceptualises value as created by firms and delivered to consumers through products. SDL frames consumer value as a function of direct provider-consumer interaction, or consumer-driven chains of action indirectly facilitated by the provider. Recently, the research focus has been turning to consumer-dominant value creation. While there is agreement on the significance of this phenomenon, there is disagreement over whether consumer-dominant value creation is an extension of SDL or calls for a distinct CDL. Design/methodology/approach – This is a conceptual paper, which is informed by five cases of consumer dominance. The cases are used to clarify rather than verify the analysis of the ontological and semantic underpinnings of consumer-dominant value creation. Findings – The ontological and semantic analysis demonstrates that PDL and SDL have insufficient explanatory power to accommodate substantial aspects of consumer-dominant value creation. By implication, this supports the call for a distinct CDL. Originality/value – This paper contributes to the ongoing theoretical debate over the explanatory power of SDL by demonstrating that SDL is unable to accommodate important ontological and semantic aspects of consumer-driven value creation.
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Greenstein, Shane. "Digitization and Value Creation." IEEE Micro 30, no. 4 (July 2010): 4–5. http://dx.doi.org/10.1109/mm.2010.64.

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Kotler, Philip. "Marketing and Value Creation." Journal of Creating Value 6, no. 1 (May 2020): 10–11. http://dx.doi.org/10.1177/2394964320903559.

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Sadhukhan, Jhuma, Elias Martinez-Hernandez, and Kok Siew Ng. "Biorefinery value chain creation." Chemical Engineering Research and Design 107 (March 2016): 1–3. http://dx.doi.org/10.1016/j.cherd.2016.02.026.

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41

Walhin, Jean-François. "Value creation for insurers." Blätter der DGVFM 27, no. 4 (October 2006): 681–93. http://dx.doi.org/10.1007/bf02809224.

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42

Dunn, Sheldon. "Value Creation Across Disciplines." Academy of Management Proceedings 2021, no. 1 (August 2021): 16075. http://dx.doi.org/10.5465/ambpp.2021.16075abstract.

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43

Möller, Kristian. "Role of competences in creating customer value: A value-creation logic approach." Industrial Marketing Management 35, no. 8 (November 2006): 913–24. http://dx.doi.org/10.1016/j.indmarman.2006.04.005.

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44

Säwe, Filippa, and Åsa Thelander. "The role of frames in a co-creation process." International Journal of Quality and Service Sciences 7, no. 4 (November 16, 2015): 442–57. http://dx.doi.org/10.1108/ijqss-04-2014-0026.

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Purpose – This paper aims to analyze the conditions for co-creation in a non-commercial context. The particular aim is to show how a co-creative activity is framed for the participants and the consequences of the frames for the values that are co-created in the process. Design/methodology/approach – Goffman’s frame analysis is applied to investigate how co-creation is used as a marketing strategy where an art event is used as an engagement platform to involve citizens in creating visions for an urban renewal area. It is a qualitative study based on observations. Findings – The taken-for-granted ideas of the active and creative consumer along with the focus in marketing research on the positive values achieved in a co-creative process are problematic in a public context. An unreflexive use of a co-creative strategy in a non-commercial setting and using art as an engagement platform, in combination with insufficient communication about the new framings, result in no-creation of value or even co-destruction of value. Practical implications – Unclear definition of the situation for co-creation results in confusion about how to interact and how to create value. Such an outcome is highly problematic for a public organization. It is of major importance that citizens can identify and understand the type of activity. The authors argue that communication in well-defined phases of an event can facilitate desired acts of co-creation. Originality/value – Value co-creation theory has been transferred between contexts, but there are few studies of what the transfer means in terms of consumer abilities to take part in the value creation process and its rules of engagement. This study demonstrates the difficulties of moving from theory to practice when the context changes from a commercial to a public participatory one. This opens for new research venues in value co-creation and marketing theory.
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45

Agafonovas, Andrius, and Raimonda Alonderienė. "Value Creation in Innovations Crowdsourcing. Example of Creative Agencies." Organizations and Markets in Emerging Economies 4, no. 1 (May 31, 2013): 72–103. http://dx.doi.org/10.15388/omee.2013.4.1.14260.

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Innovations are crucial for most of the companies to survive. However, the concept of innovation has become broader, including new forms of open innovation, such as crowdsourcing. The aim of this paper is to define the business model of a crowdsourcing-driven organization to create value. Empirical research consists of case studies on current crowdsourcing platforms, focus groups with potential crowd members and in-depth interviews with potential customers of creative agencies. Best practices were combined with solutions for closing the most significant gaps in order to create a successful business model. The developed model suggests separating the crowd into free users and an empowered core team and enabling collaboration. Moreover, an innovative motivational model is introduced. Due to a three-step sequence of solution/idea generation, superior value is proposed to the customer. Another competitive advantage should be flexibility and adaptability to the customer’s needs. The paper is original since extended analysis of all crowdsourcing stakeholders is delivered. It also has practical value proposing a business model for creative agencies.
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46

Johansson, Magnus, Göran Olsson, and Linn Andersson. "Value creation character and value assessment responsibility." Journal of Revenue and Pricing Management 16, no. 1 (August 17, 2016): 56–75. http://dx.doi.org/10.1057/s41272-016-0052-2.

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47

Yang, Miying, Doroteya Vladimirova, Padmakshi Rana, and Steve Evans. "Sustainable value analysis tool for value creation." Asian J. of Management Science and Applications 1, no. 4 (2014): 312. http://dx.doi.org/10.1504/ajmsa.2014.070649.

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48

Chatain, Olivier, and Peter Zemsky. "Value creation and value capture with frictions." Strategic Management Journal 32, no. 11 (June 1, 2011): 1206–31. http://dx.doi.org/10.1002/smj.939.

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49

Zoeller Véras, Erika. "Female Entrepreneurship: from Women’s Empowerment to Shared Value Creation." International Journal of Management Science and Business Administration 1, no. 3 (2015): 50–63. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.13.1004.

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This paper is an investigation on female entrepreneurship, women’s enterprise development and the opportunities to create shared value. Enterprise development can make a significant contribution to women’s empowerment and gender equality and has a key role in gender strategies. Thus, understanding these topics together has become important. Nevertheless, there is a lack of research regarding the combination of the concepts. The framework arose due to the fact that although women are making relevant advancements in entrepreneurship, yet, if compared to men, they lack access to finance, training, and rights. Moreover they have an insufficient access to economic opportunities.
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50

Wikstrom, Solveig R., Martin Hedbom, and Ludvig Thuresson. "Value creation from a consumer perspective." MERCATI & COMPETITIVITÀ, no. 1 (March 2010): 55–81. http://dx.doi.org/10.3280/mc2010-001006.

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This paper explores the concept of value, the process of consumer value creation and the role of firms and consumers in the value creating process. These issues, central to marketing researchers as well as marketing practitioners, have been much debated, but little empirical research has been devoted to the area. We use the example of food consumption to analyze the mechanisms for consumer value creation. The case study we use consists of a large Swedish retail firm, a panel of 35 households who are its customers, and four of its main suppliers. A central finding from this case study is that consumer value - i.e. what consumers perceive as good or value-creating for themselves - is less about access to separate products and services that meet articulated wants and needs, and more about how consumers use available goods and other resources to create value in their complex everyday lives - in ways that fulfill their own goals, and make them feel good. Hence, often, the consumer's biggest problem is how to integrate available resources and to make trade-offs between different value dimensions in a way that contributes to a good life. Firms can support these value creating activities by helping consumers use their available resources in an optimal way. These findings contribute to the development of consumer value theory. By offering an improved understanding of consumer value creation this paper helps marketing practitioners contribute more positively to the value creating process. In particular, we use our analysis to suggest five modifications to traditional approaches to marketing management.
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