Gotowe bibliografie tematyczne / Value creation

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Gotowa bibliografia na temat „Value creation”

Autor: Grafiati

Data publikacji: 4 czerwca 2021

Data aktualizacji: 9 czerwca 2025

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Artykuły w czasopismach na temat "Value creation"

Tapadia, Swapnaja. "Perspective on a Value Creating Company - Value Creation & Measurement." International Journal of Science and Research (IJSR) 13, no. 5 (May 5, 2024): 1016–19. http://dx.doi.org/10.21275/sr24516120725.

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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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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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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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Schmidt, Simon, Thomas Bauernhansl, Thilo Schlegel, and Jörg Siegert. "A New Era of Value Creation – Vertical Value Creation." Procedia CIRP 120 (2023): 661–66. http://dx.doi.org/10.1016/j.procir.2023.09.055.

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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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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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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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Rozprawy doktorskie na temat "Value creation"

Laffey, Desmond Joseph. "Online value creation." Thesis, University of Kent, 2012. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.593897.

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This thesis is based on a related set of nine papers I published between 2004 and 2010. Six of these papers are sole authored and I was the lead author for the three joint authored papers. Four underlying themes are identified which underpin the research I have done. Firstly, market entry through the dot com model which was covered in my first published paper (Laffey, 2004). This paper identified my second research theme, network effects in entrepreneurial markets, covered in Laffey (2005.; 2007b) which examined gambling markets and my third theme, the importance of search and paid click concepts, analysed in Laffey (2007a), Laffey and Sharp (2008) and Laffey et al (2009). My third theme of search then led naturalIy to my final theme, the development of online value creation concepts, which was explored through research into comparison websites (Laffey, 2009c, 2010; Laffey and Gandy, 2009b). The thesis shows how these research themes emerged through the selected papers, how they have developed into my current research and how they offer opportunities for further research. Page

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Fang, Er. "Creating customer value through customer participation in B2B markets : a value creation and value sharing perspective /." free to MU campus, to others for purchase, 2004. http://wwwlib.umi.com/cr/mo/fullcit?p3144415.

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Martinez-Hernandez, Veronica. "Understanding value creation : the value matrix and the value cube." Thesis, University of Strathclyde, 2003. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21195.

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This thesis is about creating a better understanding of value creation. It proposes 'the value cube', a new framework to describe, how organisations should align and manage their operations, resources, capabilities and competencies with their value propositions to create value. This thesis started with an exploratory analysis in value; as a result several unsolved issues, inconsistencies and weaknesses of current solutions were identified. Based on those, this research proposed two value dimensions - Hard and Soft Value. The value matrix was created by bringing together the two value dimensions and the propositions from Treacy and Wiersema (1996). As a result, six value propositions emerged, To describe the functionality of each value proposition in greater depth, the value matrix was extended into a cube: 'the value cube'. Empirical evidence provided through eight case studies and a workshop-study validates the value cube, establishes the appropriate unit of analysis an d the value cube's footprints. The five research questions of this research conclude that: (1) Value can be deployed in 'hard value' and 'soft value'. (2) The six value propositions of the value cube are valid and two of them 'simplifiers' and 'socialisors' are novel. Thus, the value propositions of the value cube offer a wider scope and flexibility than current frameworks, to describe and/or classify business performance. (3) The value cube can be applied to 'business unit level' or 'whole organisation'; however the application of the value cube at business unit level seems to be more sensible. (4) Therefore, a single organisation can have more than one value proposition. (5) The value cube provides general guidelines or 'footprints' of value creation for its six value propositions. From the beginning of this research, criteria for the evaluation of the quality of the research were developed. demonstrate that this research has satisfactory fulfilled the criteria. Consequently, this Consequently, this research reached the quality standards of constructive/pure research.

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Popesku, Mihajlo. "Clarifying value in use and value creation process." Thesis, University of Nottingham, 2015. http://eprints.nottingham.ac.uk/28558/.

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Current marketing literature, regardless of its underlying paradigm/logic, lacks consensus on how to conceptualise value creation, how to define what it entails, along with by whom, how, where and when it is created (Voima et al., 2010). It is no surprise then that the value creation process is often described as a ‘black box’ (Grönroos, 2011b; Leroy et al., 2013). In this doctoral research the customer’s perspective on value creation has been advocated. Research was conducted using mixed methods in the context of digital camera usage. It was found that value creation process consists of inputs (resources, customer and other socio-economic actors), 5 value creation phases (this is actually the content of black box: usage episode initiation, resource selection, resource adjustment, resource integration and evaluation) and outputs (side effects and value-in-use as a mix of instrumental benefits, experiential benefits, symbolic benefits and sacrifices;). Simultaneously to value creation, each consumption episode provides an opportunity for customer’s episodic learning that can result in customer’s augmented or new knowledge, skills and experience. Research found value to be episodic phenomenon, while value creation consistent with Roggeveen et al. (2012), was found to be cyclical and non-linear, showing how unpredictable the unique value creation path of an individual customer can be. This indicates that a value creation episode can evolve in unique ways depending on the sequence of value creation phases, given that customers may revisit already visited value creation phases (unless resources are not destroyed). In this way, while the study acknowledges the idiosyncrasies of individual customers’ approaches, on the other hand, it provides a theoretically structured view of this inherently idiosyncratic process.

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Nilsson, Alexandra, Ida Lehtinen, and Eleonore Rosenqvist. "The Co-Creation of Value : -An empirical study of value creation in physical bookstores." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-227057.

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Purpose: The aim of the research is to investigate what successful booksellers provide in store that increase interaction and thereby enhance perceived value for the customers. Approach: The study is based on a combination of using both quantitative and qualitative data, collected through questionnaire and through face-to-face interviews. A deductive approach has constituted the paper as the theoretical framework was constructed upon already existing theories. Findings: The investigated booksellers are working with all of the three interaction facilitators; servicescape, shopping event as well as employee competence to create interaction in store that thereafter through relating, communicating and knowing increase the customer perceived value. The success behind the booksellers is based on their niche and personal approach that is thoroughly implemented in their offerings, which will create a community feeling. The personal relationship with the customers gives a structural support for the communication that in the end increase the knowledge. However, the knowledge renewal was more vital for the employees in order to provide personal service. Practical implications: Brick-and-mortar stores should fully acknowledge the importance of interacting with customers, by implementing servicescape, shopping event and employee competence with a personal touch. It is important to be as physical as possible and use the store as a social meeting place. The store should create a unique atmosphere, where like-minded customers socialize. The employee competence is vital for the brick-and-mortar stores in order to provide personal service. Theoretical implications: Grönroos and Voima’s (2012) Value creation sphere-model was extended by integrating Ballantyne and Varey’s (2006) triangulated value-enable-model into the joint sphere of Grönroos and Voima’s (2012) model. Since both of the models were tested empirically the paper supplies empirical evidence for both of the theoretical models.

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Loos, Nicolaus. "Value creation in leveraged buyouts." [S.l.] : [s.n.], 2005. http://aleph.unisg.ch/hsgscan/hm00142463.pdf.

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Bäckbro, Johan, and Hampus Nyström. "Entrepreneurial Marketing : Innovative value creation." Thesis, Jönköping University, Jönköping International Business School, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-333.

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BackgroundHistorically speaking, marketing and entrepreneurship has been looked upon as something distinct without any clear relationship. However, in recent years studies on the relationship between marketing and entrepreneurship has increased significantly. Marketers are neither innovative nor entrepreneurial enough in their way of thinking and making decisions. All successful entrepreneurial businesses are based on well thought through marketing. Successful businesses are those who manage to engage in entrepreneurial activities and consider marketing as an important part of that success. The key is marketing and not the product or service.PurposeThe purpose of this thesis is to investigate and evaluate the entrepreneurial process of marketing a newly started venture, towards the end customer, and how the entrepreneur views the role and importance of marketing in future success.MethodIn order to fulfil the purpose an analysis has been conducted through a holistic multicase study. The cases included inkClub and Cinnober Financial Technology, Two entrepreneurs and their companies which received the awards Entrepreneur of the year and Super Gazell from Ernst & Young and Dagens Industri. These awards are given to entrepreneurs and companies who are characterized by entrepreneurship and growth.ConclusionAfter analysing the empirical data with regards to the theory conclusions could be drawn. The study showed that through exploiting market opportunities entrepreneurs could market themselves in a way that suits the company as well as the potential customers.There is also a strong correlation between entrepreneurship and marketing and being able to intertwine these two is the key to finding novel ways of marketing. The study also showed that there are some characteristics that fit all entrepreneurs but it is impossible to find a set of characteristics that fits all.

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Lundquist, Filip, and Vera George de. "Value Creation of Mobile Coupons." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-155565.

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AbstractTitleValue Creation of Mobile CouponsBackgroundCoupons have been around for years in traditional paper form where they have for instance been found in grocery stores located directly by the product they offer a discount on. Lately, mobile phones have come to play a greater part of our lives where they are also getting integrated into activities we conduct. This has been of interest for the fast moving consumer goods (FMCG) industry where integration of the mobile phone has arisen to a new phenomenon: mobile coupons that can be transmitted to the mobile phone instead of using traditional paper coupons.PurposeThe purpose of this paper is to examine if and how mobile coupons can create value for Kuponginlösen and its partners.MethodEmpirical data has been collected through interviews, which in turn have been analyzed with a theoretical framework consisting of the Business Model by Amit and Zott (2001).ResultsMobile coupons provide value, not just for Kuponginlösen, but also to its partners consisting of FMCG manufacturers, convenience store chains, food chains, DLF, Mobilab, and GS1. Mobile coupons are an efficient way of distributing offers and complement traditional coupons. Although the popularity of mobile coupons will continue to increase significantly, as for today, they account for a small part of the total coupon market in Sweden.KeywordsMobile coupons, value creation, Kuponginlösen, FMCG industry, m-commerce AbstraktTitelMobila kupongers värdeskapandeBakgrundKuponger har funnits i åratal i traditionellt pappersformat där de exempelvis funnits i livsmedelsbutiker vid produkter de ämnar rabattera. På senare tid har mobiltelefoner blivit en viktigare del i våra liv där de även integrerats i de aktiviteter vi utför. Detta har varit av intresse för livsmedelsbranschen där integration av mobiltelefoner har lett till ett nytt fenomen: mobila kuponger som kan skickas till mobiltelefonen istället för att använda sig av traditionella kuponger.SyfteSyftet med denna uppsats är att undersöka om och hur mobila kuponger kan skapa värde för Kuponginlösen och dess partners.MetodEmpirisk data har inhämtats genom intervjuer som i sin tur har analyserats med hjälp av modellen ‘the Business Model‘ av Amit och Zott (2001).ResultatMobila kuponger skapar värde, inte bara för Kuponginlösen, utan även för dess partners som består av livsmedelstillverkare, snabbköpskedjor, livsmedelskedjor, DLF, Mobilab och GS1. Mobila kuponger är ett effektivt sätt att distribuera erbjudanden och de kompletterar traditionella kuponger. Även om populariteten av mobila kuponger kommer att öka signifikant utgör de i dagsläget en liten del av den totala kupongmarknaden i Sverige.NyckelordMobila kuponger, värdeskapande, Kuponginlösen, livsmedelsindustrin, mobil handel

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Bailey, James Andrew. "Customer learning for value creation." Thesis, University of Nottingham, 2014. http://eprints.nottingham.ac.uk/27763/.

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In value creating contexts, customers often have to be clear about the roles they are required to perform (Kleinaltenkamp et al., 2012; Bitner et al., 1997), and may be required to develop their knowledge and skills in order to participate (Hibbert et al., 2012). This typically necessitates the ability to use and integrate resources in exchange encounters containing social and economic actors (Kleinaltenkamp et al., 2012; Hibbert et al., 2012; Arnould et al., 2006; Sheth and Uslay, 2007) to co-create value for each other (Vargo and Lusch, 2008; Payne et al., 2008). This research adds to the burgeoning literature on customer resource integration that calls for more insights into the roles of customers in creating their own value (Hibbert et al., 2012; Kleinaltenkamp et al., 2012; Arnould et al., 2006). This can help firms to develop an appreciation of the customer value process and design co-creation activities that can support their customers’ capability to create value (Vargo, 2007; Vargo and Lusch, 2004; 2008; Sheth and Uslay, 2007; Prahalad and Ramaswamy, 2004; Payne et al., 2008; Frow et al., 2010). The research has indicated that customers learning styles in do-it-yourself activities reflected learning styles represented in experiential learning theory (ELT) (Kolb, 1984). ELT stipulates that individuals learn by experiencing, reflecting, thinking, and acting. Knowledge is seen as a transformation of experience along two continua: (1) how individuals best grasp experiences (i.e., concrete experience versus abstract conceptualisation), and (2) how individuals best transform experiences (i.e., reflective observation versus active experimentation). The study identified five distinct learning styles adopted by DIY members, which differ along these two continua and are reflective or active-orientated. Adhering to existing typologies, these were labelled as Diverging, Assimilating, Converging, Accommodating, and Balancing styles and helped shape customers’ learning self-management and self-regulation processes and use of learning resources.

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Weir, Kenneth Hugh. "Management accounting and value creation." Thesis, Heriot-Watt University, 2014. http://hdl.handle.net/10399/2870.

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This thesis presents an exploration of a branch of contemporary management accounting practice that is concerned with creating value for an organisation. Scholars within management accounting have highlighted the impact that such techniques have had in changing the practical landscape of organisational practices, but that paradoxically, there is a lack of corresponding empirical and theoretical knowledge about them. Therefore, this thesis examines these contemporary practices: firstly in a theoretical manner, through an examination of underlying theoretical influences, and secondly in practical contexts by analysing two case studies of implementation. The case studies adopt a critical realist framework to examine the extent and effects of accounting change stemming from the implementation of contemporary practice, arguing that within the case study organisations contemporary practices are not as divergent in their use as presented within the extant management accounting literature. Instead, empirical findings suggest that contemporary practices are representative of an extension of traditional management accounting logic. By utilising critical realism, an exploration of the socio-political context of these contemporary practices is also considered.

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Książki na temat "Value creation"

Tàpies, Josep, and John L. Ward, eds. Family Values and Value Creation. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230594227.

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Chandler, David. Sustainable Value Creation. Abingdon, Oxon ; New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003016199.

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Velamuri, Vivek K. Hybrid Value Creation. Wiesbaden: Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-8349-3961-6.

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Barney, Matt. Leading Value Creation. New York: Palgrave Macmillan US, 2013. http://dx.doi.org/10.1057/9781137361509.

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Farag, Hady. Collaborative Value Creation. Heidelberg: Physica-Verlag HD, 2009. http://dx.doi.org/10.1007/978-3-7908-2145-1.

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Wolters, Teun. Sustainable Value Creation. Cham: Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-35351-2.

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Samans, Richard, and Jane Nelson. Sustainable Enterprise Value Creation. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-93560-3.

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Weber, Andreas. Digitalization for Value Creation. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-36229-4.

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Singer, Irving. The creation of value. Cambridge, MA: MIT Press, 2009.

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Moran, P. Value creation by firms. Fontainbleau: INSEAD, 1997.

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Części książek na temat "Value creation"

Venturelli, Andrea. "Value Creation." In Encyclopedia of Sustainable Management, 3915–16. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-25984-5_368.

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McElroy, Mark W. "Value Creation." In The Space Industry of the Future, 44–54. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003268734-3.

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Yorgov, Ivaylo. "Value-Creation." In The New Customer Experience Management, 7–20. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003309284-3.

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Cikaliuk, Monique, Ljiljana Eraković, Brad Jackson, Chris Noonan, and Susan Watson. "Value Creation." In Responsible Leadership in Corporate Governance, 99–150. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003054191-5.

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Venturelli, Andrea. "Value Creation." In Encyclopedia of Sustainable Management, 1–2. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-02006-4_368-1.

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King, Mervyn, and Jill Atkins. "Value creation." In The Chief Value Officer, 72–81. London: Routledge, 2024. http://dx.doi.org/10.4324/9781003579359-13.

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Hofmann, Karsten, and Florian Budde. "Today's Chemical Industry: Which Way Is Up?" In Value Creation, 1–10. Weinheim, Germany: Wiley-VCH Verlag GmbH & Co. KGaA, 2008. http://dx.doi.org/10.1002/9783527612246.ch1.

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Pragnell, Michael, and Robert Berendes. "Prospects for Agribusiness: an Essential Contribution to Global Food Demand." In Value Creation, 127–35. Weinheim, Germany: Wiley-VCH Verlag GmbH & Co. KGaA, 2008. http://dx.doi.org/10.1002/9783527612246.ch10.

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Belloni, Aldo, and Lennart Selander. "Industrial Gases - Growth by Continued Self-Renewal." In Value Creation, 137–48. Weinheim, Germany: Wiley-VCH Verlag GmbH & Co. KGaA, 2008. http://dx.doi.org/10.1002/9783527612246.ch11.

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Engel, Klaus, and Gabriele Roolfs-Broihan. "Perspectives of Chemical Distributors as Partners of Industry." In Value Creation, 149–58. Weinheim, Germany: Wiley-VCH Verlag GmbH & Co. KGaA, 2008. http://dx.doi.org/10.1002/9783527612246.ch12.

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Streszczenia konferencji na temat "Value creation"

Liu, Limu. "Value Co-Creation in the Era of Social Networking: Exploring the Social Commerce Value Creation Model Based on Xiaohongshu." In International Conference on Engineering Management, Information Technology and Intelligence, 85–94. SCITEPRESS - Science and Technology Publications, 2024. http://dx.doi.org/10.5220/0012909200004508.

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Seitz, Jurgen, and Andreas Burosch. "Digital Value Creation." In 2018 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC). IEEE, 2018. http://dx.doi.org/10.1109/ice.2018.8436380.

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Schlagwein, Daniel. "Open value creation." In the International Conference. New York, New York, USA: ACM Press, 2010. http://dx.doi.org/10.1145/1936254.1936303.

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Chen, Yi-Wen. "Value creation in cultural and creative industry." In 2012 IEEE 3rd International Conference on Software Engineering and Service Science (ICSESS). IEEE, 2012. http://dx.doi.org/10.1109/icsess.2012.6269521.

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Leal, V. S., and A. S. C. Fernandes. "Value creation in Portugal." In IEEE EUROCON 2011 - International Conference on Computer as a Tool. IEEE, 2011. http://dx.doi.org/10.1109/eurocon.2011.5929210.

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Yuan, Hua, Yun Zhang, Hongzhong Zhao, and Junjie Zhang. "Research on Enterprise Value Creation and Employee Value Creation of Manufacturing Enterprises." In First International Conference Economic and Business Management 2016. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/febm-16.2016.73.

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Amerieska, Siti, Imam Mulyono, and Novi Nugrahani. "Value Creation in Microfinance Institutions for Creating Holistic Accountability." In 1st Annual Management, Business and Economic Conference (AMBEC 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200415.016.

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Zhan, Y., X. B. Wu, and R. Y. Hong. "Prominent network position: Value creation and value protection." In 2009 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2009. http://dx.doi.org/10.1109/ieem.2009.5372987.

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Venter, Karen, and Imke De Kock. "Rethinking value creation: Value innovation for sustainability transitions." In 2023 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC). IEEE, 2023. http://dx.doi.org/10.1109/ice/itmc58018.2023.10332337.

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Stankeviciene, Jelena, and Julija Čepulytė. "Value Creation Under Intellectual Entrepreneurship." In Contemporary Issues in Business, Management and Education ‘2012. Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2012. http://dx.doi.org/10.3846/cibme.2012.17.

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Raporty organizacyjne na temat "Value creation"

De Martini, Paul, and Jeffrey D. Taft. Value Creation Through Integrated Networks and Convergence. Office of Scientific and Technical Information (OSTI), February 2015. http://dx.doi.org/10.2172/1244820.

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Ben-David, Itzhak, Utpal Bhattacharya, and Stacey Jacobsen. Do Acquirer Announcement Returns Reflect Value Creation? Cambridge, MA: National Bureau of Economic Research, October 2020. http://dx.doi.org/10.3386/w27976.

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Leslie, Phillip, and Paul Oyer. Managerial Incentives and Value Creation: Evidence from Private Equity. Cambridge, MA: National Bureau of Economic Research, September 2008. http://dx.doi.org/10.3386/w14331.

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Blair, Peter, and Mischa Fisher. Does Occupational Licensing Reduce Value Creation on Digital Platforms? Cambridge, MA: National Bureau of Economic Research, August 2022. http://dx.doi.org/10.3386/w30388.

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Céline, Giner. New Avenues of Value Creation in the Agro-Food Sector. Paris: OECD Publishing, 2008. http://dx.doi.org/10.1787/222568027765.

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Murciano-Goroff, Raviv, Ran Zhuo, and Shane Greenstein. Hidden Software and Veiled Value Creation: Illustrations from Server Software Usage. Cambridge, MA: National Bureau of Economic Research, April 2021. http://dx.doi.org/10.3386/w28738.

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Choudhary, Sonal, Victor Guang Shi, Cansu Kandemir, Chao Sun, Raymond Obayi, and Rakesh Nayak. Simulating value creation opportunities for FSA inspection processes using digital twins. Food Standards Agency, September 2022. http://dx.doi.org/10.46756/sci.fsa.wca758.

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Portway, Sarah. Singularized Value and the Creation of a New Heirloom: A Case Study. Ames: Iowa State University, Digital Repository, 2013. http://dx.doi.org/10.31274/itaa_proceedings-180814-540.

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LaRaine Ingram, Keisha. Co-Creation in Marketing and Brand Strategy. Vilnius Business College, December 2024. https://doi.org/10.57005/ab.2024.2.2.

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Streszczenie:

Co-creation in branding and marketing strategy represents a paradigm shift from traditional, company- centric approaches to more interactive, customer-centric models. This concept involves engaging customers as active participants in the creation and enhancement of products, services, and brand experiences. Co-creation fosters deeper customer engagement and loyalty and drives innovation and competitive advantage. The theoretical foundations of co-creation can be traced to service-dominant logic, which emphasizes the role of the customer as a co-creator of value rather than a passive consumer. In branding, co-creation allows consumers to contribute to the brand narrative and identity, as evidenced by successful implementations in companies like LEGO and Coca-Cola. In marketing strategy, it leads to more personalized and effective campaigns by leveraging customer insights to tailor messages and interactions. The benefits of co-creation include enhanced customer engagement, increased innovation, and improved marketing effectiveness. However, challenges such as managing the complexity of customer involvement and maintaining brand coherence must be addressed. This abstract synthesizes the critical aspects of co-creation in branding and marketing, highlighting its transformative potential while acknowledging the need for strategic management to harness its full benefits. Through a comprehensive examination of the literature and real-world examples, this study underscores the significance of co-creation as a driving force for contemporary branding and marketing strategies.

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Lazurko, A. Assessing the value of resource recovery and reuse: social, environmental and economic costs and benefits for value creation and human well-being. International Water Management Institute (IWMI). CGIAR Research Program on Water, Land and Ecosystems (WLE), 2018. http://dx.doi.org/10.5337/2018.229.

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