Um die anderen Arten von Veröffentlichungen zu diesem Thema anzuzeigen, folgen Sie diesem Link: Value-creating and non-value-creating activities.
Zeitschriftenartikel zum Thema „Value-creating and non-value-creating activities“
Geben Sie eine Quelle nach APA, MLA, Chicago, Harvard und anderen Zitierweisen an
Machen Sie sich mit Top-50 Zeitschriftenartikel für die Forschung zum Thema "Value-creating and non-value-creating activities" bekannt.
Neben jedem Werk im Literaturverzeichnis ist die Option "Zur Bibliographie hinzufügen" verfügbar. Nutzen Sie sie, wird Ihre bibliographische Angabe des gewählten Werkes nach der nötigen Zitierweise (APA, MLA, Harvard, Chicago, Vancouver usw.) automatisch gestaltet.
Sie können auch den vollen Text der wissenschaftlichen Publikation im PDF-Format herunterladen und eine Online-Annotation der Arbeit lesen, wenn die relevanten Parameter in den Metadaten verfügbar sind.
Sehen Sie die Zeitschriftenartikel für verschiedene Spezialgebieten durch und erstellen Sie Ihre Bibliographie auf korrekte Weise.
1
Jeansson, John, Shahrokh Nikou, Siw Lundqvist, Leif Marcusson, Anna Sell und Pirkko Walden. „SMEs’ online channel expansion: value creating activities“. Electronic Markets 27, Nr. 1 (19.09.2016): 49–66. http://dx.doi.org/10.1007/s12525-016-0234-1.
Der volle Inhalt der Quelle
2
Akman, Hande, Carolin Plewa und Jodie Conduit. „Co-creating value in online innovation communities“. European Journal of Marketing 53, Nr. 6 (10.06.2019): 1205–33. http://dx.doi.org/10.1108/ejm-12-2016-0780.
Der volle Inhalt der QuelleAnnotation:
Purpose Online innovation communities are central for many organizations seeking to advance their innovation portfolio. While these communities rely on consumers to collaborate in the innovation process, it remains unclear what drives these consumers to perform value co-creation activities and what value dimensions they derive as a result. This paper aims to advance the understanding of value co-creation in the online collaborative innovation context. Specifically, it aims to examine social and individual factors driving such activities, and the value derived from the perspective of the member. Design/methodology/approach A self-administered online questionnaire was used to collect data from collaborative innovation community members yielding 309 complete responses. Structural equation modelling was used to analyse the data, using variance-based structural equation modelling with partial least squares path modelling in SmartPLS. Findings Results confirm that distinct social and individual factors facilitate individual value co-creation activities, including the provision of feedback, helping, rapport building and information sharing. Furthermore, the research confirms the mediating role of learning on these relationships. Research limitations/implications This study contributes to the micro-foundation movement in marketing by undertaking an independent examination of value co-creation activities and their nomological network. Practical implications A shift in the mindset of managing for collaborative innovation is required, from a focus on collaborative product development to the management of an online community where members derive value from their co-creation activities. Originality/value This research is the first to offer insight into important individual and social pre-conditions and subsequent value outcomes of four common value co-creation activities. It informs practice about how to facilitate value co-creation activities and contribute to the co-creation of value for online innovation community members.
3
Kähkönen, Anni-Kaisa, Katrina Lintukangas und Jukka Hallikas. „Buyer’s dependence in value creating supplier relationships“. Supply Chain Management: An International Journal 20, Nr. 2 (09.03.2015): 151–62. http://dx.doi.org/10.1108/scm-02-2014-0062.
Der volle Inhalt der QuelleAnnotation:
Purpose – The purpose of this paper is to examine what kind of supplier relationship management activities can be seen as value-creating activities and how those might affect the buyer’s dependence on its suppliers. Power and dependence provide specific insights into the supplier relationship management and value creation in supply chains. Design/methodology/approach – The study utilizes a survey data with 165 cases collected in Finland. The concepts are tested by means of regression analysis. Findings – The findings of the study indicate that the value-creating activities of inter-firm learning and early supplier involvement increase buyer’s dependence, but a supplier orientation does not have similar effects. Practical implications – The results have implications for supply chain managers and practitioners in terms of shedding light on the approaches of dependence and value creation at the same time. Managers need to understand the factors that create dependence, but which also have a substantial influence on value creation in supply chains and networks. Originality/value – The literature review reveals that the supply chain situations in which the supplier is strategically important and its role in the value-creation process is significant, and when the buyer is dependent on the supplier, have rarely been discussed. Moreover, by focusing on the supplier relationship management activities that can be seen as value-creating activities and by combining this to the dependence perspective, this study aims to narrow the research gap identified from the previous research.
4
Fuller, Ted, Lorraine Warren, Sarah Thelwall, Fizza Alamdar und David Rae. „Rethinking Business Models as Value Creating Systems“. Leonardo 43, Nr. 1 (Februar 2010): 96–97. http://dx.doi.org/10.1162/leon.2010.43.1.96.
Der volle Inhalt der QuelleAnnotation:
The generic notion of a business model is well understood by investors and business managers and implies a number of anticipations; chiefly that it is a replicable process that produces revenues and profits. At its heart is some replicable process, artefact or proposition around which the everyday practices are formed. There are a number of reasons why this conception is weak in the Creative Industries. We have identified that the rationale for ‘business models’ in the Creative Industries includes providing an attractor for non goal oriented creative activity, for stabilising emergent properties from creative activities and for maintaining the stability of these by anticipating revenues.
5
Alberti, Fernando G., und Federica Belfanti. „Creating shared value and clusters“. Competitiveness Review: An International Business Journal 29, Nr. 1 (21.01.2019): 39–60. http://dx.doi.org/10.1108/cr-01-2017-0008.
Der volle Inhalt der QuelleAnnotation:
PurposeThe purpose of this paper is twofold. First, it aims at reconciling the literature on creating shared value (CSV) with the one on cluster development, searching for complementarities and similarities. Second, it aims at understanding the role of cluster development in CSV. For these reasons, the authors operationalized the general idea of cluster development with the widely accepted concept of cluster initiatives, i.e. systematic efforts aimed at cluster development. The authors focused on exploring the process of launching and supporting local cluster initiatives through empirical evidence. In particular, the authors aimed at analyzing how a CSV strategy can be defined and developed when adopted within a cluster initiative.Design/methodology/approachThe research draws on a critical review of the literature focusing on CSV and on a conceptual reconciliation between the literature on the CSV ecosystem with the one on clusters, and more specifically on those initial cluster initiatives. The authors relied on an exploratory case study of an Italian cluster initiative in CSV, i.e. the Science and Innovation Food District (SIFooD) cluster promoted by Whirlpool. Thanks to the richness and great availability of information about the case, this study primarily relied on the use of secondary data.FindingsThe case of SIFooD has highlighted how Whirlpool promoted the cluster initiative within its CSV framework to achieve sustainable and collaborative innovation in food waste prevention and, conversely, how SIFooD enhanced CSV of its cluster members. To arrange its network development process, SIFooD has implemented all the elements that prior literature has considered fundamental for launching and supporting a successful cluster initiative. On the other hand, SIFooD was able to adopt a collective-impact approach, implementing the five elements needed in its ecosystem to create shared value. Moreover, thanks to all the activities comprised in the SIFooD cluster initiative, shared value was actually created.Research limitations/implicationsThe present paper has some limitations. First of all, the empirical analysis focuses only on one cluster initiative; thus, cross/comparative analyses with other cluster initiatives may illuminate the findings better. Second, the authors relied on a very recent cluster initiative in a particular field (food waste prevention) and in one specific institutional context (Italy); thus, data may suffer from temporal, industrial and geographical biases.Originality/valueLiterature on the border between CSV and clusters is still in its infancy and almost nothing is known about their relationship, despite them being intimately related since the inception of this field. The paper qualifies for a very first attempt to understand how firms promote clusters, through cluster initiatives, for the sake of CSV and how clusters may enhance CSV of firms.
6
강충한, Junghoon Moon und 이동민. „Categorization of Creating Shared Value Activities Towards Rural Area“. Asia-Pacific Journal of Business Venturing and Entrepreneurship 9, Nr. 6 (Dezember 2014): 171–81. http://dx.doi.org/10.16972/apjbve.9.6.201412.171.
Der volle Inhalt der Quelle
7
Wingren, Tom. „In search of value-creating activities: an empirical study“. International Journal of Business Performance Management 7, Nr. 4 (2005): 352. http://dx.doi.org/10.1504/ijbpm.2005.007363.
Der volle Inhalt der Quelle
8
Singh, Ramendra, Jitender Kumar und Avilash Nayak. „AGROY: creating value through smart farming“. Emerald Emerging Markets Case Studies 9, Nr. 3 (13.12.2019): 1–31. http://dx.doi.org/10.1108/eemcs-10-2018-0214.
Der volle Inhalt der QuelleAnnotation:
Learning outcomes This case study outlines the marketing, strategic and organizational issues facing the ever-expanding agri-inputs market in India, through the perspective of Agroy – an agri-products company. This case can be used to assist in the teaching courses such as marketing management, rural marketing, business strategy, operations and logistics management, among others, for students of MBA or other specialized courses in management. The case has been developed to make students aware and to understand the arduous nature of setting up a company catering to the huge Indian agri-inputs market. This case delves into the complexities of marketing in rural India that is characterized by low technological awareness, low volumes of digital transactions and immense language barriers. The Indian agricultural market is huge and has undergone a considerable amount of change owing to competition among multinational companies and traditional local micro-retailers. This case discusses the various challenges faced by multinational companies in entering India and how they need to strategize to modify their Western model of a distribution channel which faces huge challenges when put to test in India. Specific learning outcomes include: the case study would help students to comprehend the new business strategies that an MNC could adopt in emerging markets. Some companies work on changing traditional and conventional value chains of activities to fit the emerging market customer’s best and hence companies needs to figure out a unique business model to compete in emerging markets. This case study gives readers the opportunity to think about strategy in an uncertain environment. The case illustrates the challenges associated with innovating new business ideas that would help the company serve a greater number of people from a diverse background. It highlights the importance of thinking about real options, a portfolio of projects and the type of organizational structure required to tackle the uncertainties associated with foreign companies aiming to enter the Indian market. It also explores marketing and distribution issues – which are the type of customers to target and which are the suitable geographic areas with suitable linguistic compatibility in which there shall be ease in doing business. Finally, it is an avenue for students to think about the changes necessary throughout the distribution channel to successfully implement and commercialize a project in rural India. The case is intended to work well as a learning tool for strategy implementation where uncertainty is inherent and as an application to lectures on real options and risk or for discussions related to marketing and distribution channels and its challenges. Case overview/synopsis The Indian agricultural market plays an important role in India’s economy having a staggering 58 per cent of rural households depending on it as the principal means of livelihood. However they have very small landholdings, and hence, they find it difficult to order either large quantities or in bulk, as a result of which the cost of agricultural inputs gets enhanced. Agroy, an MNC, is one of the many companies that have stepped in to bridge this gap by trying to tap into the huge agricultural market. Agroy aspires to be the “UBER of agriculture.” Agroy is a cloud-based buying platform for farmers to buy agri-inputs efficiently at scale and at the best price from around the world. With big data and smart farming, the company aims to enhance farm sustainability and productivity. Agroy’s competitors like Agro Star and Big Heart also have similar business models and hence the competition is stiff. The three debatable questions that the case poses are: Will Agroy be able to shatter the age-old loyalty that Indian farmers have toward local retailers and other Indian companies that have an existing strong foothold in the market? Will similar distribution models as practiced in developed Western countries work in India, given the distribution challenges in deep rural Indian hinterland? Will Agroy be able to create sustainable business models by marketing agri-inputs at low prices in India? Complexity academic level MBA in courses such as entrepreneurial marketing, strategic marketing, agricultural marketing. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 8: Marketing.
9
Busstra, Marten, und Leo van Dongen. „Creating Value by Integrating Logistic Trains Services and Maintenance Activities“. Procedia CIRP 38 (2015): 250–54. http://dx.doi.org/10.1016/j.procir.2015.07.051.
Der volle Inhalt der Quelle
10
Kim, Phil-Soo, und Dae-Kwon Kim. „Creating Shared Value through Sport Activities : A Case Study Approach“. Journal of Sport and Leisure Studies 63 (29.02.2016): 173–88. http://dx.doi.org/10.51979/kssls.2016.02.63.173.
Der volle Inhalt der Quelle
11
Brey, Eric T. „Co-creating Value from Social Media: A Framework“. Journal of Creating Value 5, Nr. 2 (30.10.2019): 222–36. http://dx.doi.org/10.1177/2394964319869054.
Der volle Inhalt der QuelleAnnotation:
Co-created value occurs when both the customer and provider benefit simultaneously from an interaction. To deliver on these opportunities, marketing has become a means by which organizations across the product-service spectrum directly interact with customers outside of traditional value-creating activities. Via social media, organizations influence customers while supporting value co-creation for the brand and users simultaneously. While this offers a wide range of opportunities to interact with customers, continued saturation of social networks has magnified the importance of engaging in organic dialogue. To that end, the aim of this article is to establish a framework usable across industries, platforms and content types. The social media value creation framework includes six vertical categories, including respond, transact, educate, awareness, stimulate and entertain. Definitions and examples of each vertical, along with theoretical and practical applications, are included.
12
Šimberová, Iveta. „Company strategic marketing management – synergic approach and value creating“. Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 58, Nr. 6 (2010): 543–52. http://dx.doi.org/10.11118/actaun201058060543.
Der volle Inhalt der QuelleAnnotation:
The paper aims to introduce a synergic approach to the strategic marketing management, which appears to be a challenge with respect to enhancing competitiveness of industrial companies in a small open economy. The potential of these companies consists in managing relations with the key stakeholders, which by means of effective establishing, maintaining and terminating of the mutual relations leads to developing of marketing networks, enables more effective tradeability of their offers, besides domestic embracing also global markets. The success of these relationships depends on the quantity and quality of mutual exchanges and in particular on the strengthening socially and knowledge-based links. The theoretical principles underlying the synergic approach within the marketing management are closely connected with the present marketing concepts, a new approach to the value creating, effectiveness of marketing activities and will form a basis for research of the industrial companies within the Czech Republic with the orientation to marketing activities effectiveness and performance of the company. The methods used in the paper are secondary analysis of statistics, analysis of scientific and professional literature, reports and researches of authors. The scientific aim of the paper is to review of current situation in this area and to create theoretical basis for the research on the industrial market.
13
Seppänen, Marko, und Nina Helander. „Creating Value through Business Models in Open Source Software“. International Journal of Open Source Software and Processes 5, Nr. 2 (April 2014): 40–54. http://dx.doi.org/10.4018/ijossp.2014040102.
Der volle Inhalt der QuelleAnnotation:
This paper explores how the use of a business model enables value creation in an Open Source Software (OSS) environment. Open Source offers one possibility for firms that are continuously looking for new opportunities and ways of organizing their business activities to increase the amount of value they can appropriate through their capabilities. The authors argue that this value can be attained by analysing value creation logic and the elements of business models. They demonstrate how value is created through business model elements and provide a list of questions that can help managers in their considerations with Open Source Software.
14
Park, Jong-Chul, und Heon-Bong Kwon. „The effects of the fairness and fit based on hotel enterprise creating shared value activities on legitimacy recognition and valuation“. Korean Journal of Hospitality & Tourism 28, Nr. 3 (30.04.2019): 1–17. http://dx.doi.org/10.24992/kjht.2019.04.28.03.01.
Der volle Inhalt der Quelle
15
Martins, José Moleiro, und Manuel Teles Fernandes. „Too small to innovate? Creating value with fewer resources“. Journal of Business Strategy 36, Nr. 2 (20.04.2015): 25–33. http://dx.doi.org/10.1108/jbs-02-2014-0014.
Der volle Inhalt der QuelleAnnotation:
Purpose – The purpose of this paper is to explain to managers of small and medium enterprises (SMEs) and other professionals why they need to connect innovation and value creation in their decision-making processes when dealing with new or existing products. Design/methodology/approach – Innovation and value creation are interconnected and you cannot have one without the other. However, to appreciate that interconnection, one needs to understand the form that value can take in products, the tangible form and the intangible. This understanding helps explain how culture and esteem affect product value, as well as how innovation happens in the technological field and in the cultural field. Findings – Value and innovation are intrinsically connected and this should not be overlooked in any quest for new solutions. SMEs should pay more attention when developing innovation activities to ensure that they have the most suitable organizational structures and resources. Originality/value – This paper clearly demonstrates the relationship between innovation and value creation.
16
Kraybill, David S., und Thomas G. Johnson. „Value-Added Activities as a Rural Development Strategy“. Journal of Agricultural and Applied Economics 21, Nr. 1 (Juli 1989): 27–36. http://dx.doi.org/10.1017/s0081305200000868.
Der volle Inhalt der QuelleAnnotation:
Reverse cannot befall that fine Prosperity,Whose sources are interior.Emily DickinsonAt least 22 states have established agricultural value-added programs to provide new employment opportunities in rural areas and to create additional demand for agricultural products (Greene, p. 15). These value-added programs are a subset of a broader range of state-sponsored economic development programs that attempt to alter the rate of regional economic growth by identifying and assisting local entrepreneurs, by establishing institutions for the commercialization of new technologies, and by creating non-traditional sources of business finance.
17
Gunarto, Muji, und Ratih Hurriyati. „CREATING EXPERIENCE VALUE TO BUILD STUDENT SATISFACTION IN HIGHER EDUCATION“. Dinasti International Journal of Education Management And Social Science 1, Nr. 3 (19.02.2020): 349–59. http://dx.doi.org/10.31933/dijemss.v1i3.166.
Der volle Inhalt der QuelleAnnotation:
Higher education products or services received by students are experiential values. The purpose of this study is how to create the values of student experience so that student satisfaction arises. Higher education should now focus on students by creating strong ties with students and alumni. This research was conducted with a survey confirmatory approach. The survey was conducted at 32 universities in South Sumatra Province, Indonesia with a total sample of 357 students. The sampling technique used was stratified random sampling and data analysis using structural equation modeling (SEM) analysis. The results showed that the values of experience in HE were formed through increased co-creation in HE, where students were directly involved in various campus activities. High co-creation shows that there is a stronger attachment of students to HE and higher value of student experience. Co-creation does not directly affect student satisfaction, but it does indirectly affect experience value. If the value of experience is higher, student satisfaction will also be higher.
18
Ronald, Sam, Suwandi Ng und Fransiskus Eduardus Daromes. „Corporate Social Responsibility as Economic Mechanism for Creating Firm Value“. Indonesian Journal of Sustainability Accounting and Management 3, Nr. 1 (13.06.2019): 22. http://dx.doi.org/10.28992/ijsam.v3i1.69.
Der volle Inhalt der QuelleAnnotation:
This research is aimed to investigate the influence of corporate social responsibility (CSR) on financial variables such as financial constraints, risks and earnings quality as a mediating aspects for creating firm value. Data were collected from manufacturing companies listed on the Indonesia Stock Exchange for 2013–2016. By using regression and path analysis method, the result shows that CSR has a significant influence on increasing firm value. Meanwhile, the indirect influences show that financial constraints and risk have a positive mediating role in the relationship between CSR and firm value, while the quality of earnings has no mediating role. The finding reveals a difference result with previous studies that CSR has an influence on reducing firm risk. Conflict of stakeholder interest exists as the result of excessive CSR activities and trading noise are used to explain this relationship. This study also indicates that cash flow has better role in increasing firm value compared to the accounting earnings of firm.
19
Kim, Jiyoung. „Customers’ value co-creation with healthcare service network partners“. Journal of Service Theory and Practice 29, Nr. 3 (02.10.2019): 309–28. http://dx.doi.org/10.1108/jstp-08-2018-0178.
Der volle Inhalt der QuelleAnnotation:
Purpose The purpose of this paper is to identify customers’ service network partners in medical encounters and demonstrate the extent to which customers’ evaluation of each co-creation practice with their service network partners affects their perceived service quality and satisfaction. In addition, the moderating effect of patient age is examined. Design/methodology/approach By using a field survey, data collected from 164 inpatients were examined through structural equation modeling and multi-group analysis. Findings The value-creating activities of customers with service providers, companions and other customers during healthcare service encounters have a positive effect on their perception of service quality and satisfaction related to behavioral intentions. Co-creating with service value network partners has a greater impact on perceived service quality and service satisfaction for patients aged 60 or older. Research limitations/implications By focusing on participants in customers’ service value co-creating networks, this study contributes to the body of knowledge by confirming the importance of each actor and analyzing customers’ value co-creating activities. Originality/value This is the first study to show that when customers’ level of involvement is high, such as in healthcare services, their value-creating activities when interacting with medical staff, companions and other patients positively affect perceived service quality and satisfaction.
20
Ozeren, Emir, Omur Yasar Saatcioglu und Erhan Aydin. „Creating social value through orchestration processes in innovation networks“. Journal of Organizational Change Management 31, Nr. 5 (13.08.2018): 1206–24. http://dx.doi.org/10.1108/jocm-06-2017-0213.
Der volle Inhalt der QuelleAnnotation:
Purpose Social entrepreneurs innovatively exploit opportunities and create, in this way, social change and value by bringing together different resources to meet social needs and solve social problems. To achieve this, given their limited size and financial resources, the personal ties and social networks that social entrepreneurs build in this process play a crucial role in developing relationships and enabling their ventures to succeed. The purpose of this paper is to examine the role of network processes in innovative activities carried out by social entrepreneurs and to stress the importance of network processes rather than network structure/design for social innovation. Design/methodology/approach “Çöp(m)adam” (Garbage Ladies), a social development project and business in Ayvalik, Turkey (which aims to provide opportunities for women who have never had the chance to work and earn regular salaries in the course of their lifetimes), was explored qualitatively as a case study within the framework of the network orchestration theory. In-depth, semi-structured interviews and observations were conducted. Relevant documents about Çöp(m)adam were also collected at the time of the interview to provide the triangulation of reference material for thematic analysis and post-research inquiry. Findings It has been found that Çöp(m)adam dynamically manages the network process in the course of realizing social innovation and builds a win-win environment that creates value both for the future of the social enterprise and for all the actors in the network by integrating the relationships among the actors it is in a relationship with. Originality/value In contrast to traditional studies dealing with the network theory, this research focuses on network processes rather than network structure. Also, since the literature provides evidence for profit-based organizations, the study differentiates into two main reasons. First, the authors adopt a case study approach in social entrepreneurship for social value creation, and second, based on the case study, the authors provide a conceptual enrichment through proposing the sub-categories of knowledge mobility, innovation appropriability and network stability in orchestration processes. This paper seeks to broaden the existing understanding of how social entrepreneurial processes and innovative outcomes are shaped by social networks and orchestration processes in a network-centric innovation from the viewpoint of a hub/focal firm by undertaking research on a less examined type of enterprise and context – namely, a social entrepreneurial venture in Turkey.
21
Fantauzzi, Chiara, Rocco Frondizi, Nathalie Colasanti und Gloria Fiorani. „Creating Value in the Entrepreneurial University: Marketization and Merchandising Strategies“. Administrative Sciences 9, Nr. 4 (18.10.2019): 82. http://dx.doi.org/10.3390/admsci9040082.
Der volle Inhalt der QuelleAnnotation:
Higher education institutions are called to expand their role and responsibilities, by enhancing their entrepreneurial mindset and redefining relationships with stakeholders. In order to cope with these new challenges, they have started to operate in a strategic manner, by performing marketing and merchandising activities. Indeed, in a sector characterized by the presence of competitive funding models, several forms of accountability, and performance indicators, universities have become open systems and have started to operate like enterprises, considering students as customers. Given this premise, the aim of the paper is to individuate marketing and merchandising strategies in higher education and to evaluate their effectiveness in order to foster stakeholders engagement. This is in line with the entrepreneurial university model that represents the starting point of the theoretical study, then a literature review of “marketization” in higher education institutions is presented, showing how this field is not yet completely investigated. Data refer to the Italian context and are analyzed through a qualitative method. Findings suggest that most Italian universities perform merchandising strategies, but currently there is not sufficient information to evaluate their effectiveness in higher education, it was only possible to make hypotheses.
22
Kuściński, Michał. „MODERN TECHNOLOGIES AND THEIR IMPACT ON LOGISTIC ACTIVITIES IN CREATING THE VALUE CHAIN“. Ekonomiczne Problemy Usług 131 (2018): 203–9. http://dx.doi.org/10.18276/epu.2018.131/1-20.
Der volle Inhalt der Quelle
23
Selby, Kevin, Jean-Michel Gaspoz, Nicolas Rodondi, Stefan Neuner-Jehle, Arnaud Perrier, Andreas Zeller und Jacques Cornuz. „Creating a List of Low-Value Health Care Activities in Swiss Primary Care“. JAMA Internal Medicine 175, Nr. 4 (01.04.2015): 640. http://dx.doi.org/10.1001/jamainternmed.2014.8111.
Der volle Inhalt der Quelle
24
Becerra-Vicario, Rafael, Ana León-Gómez, Antonio Manuel Gutiérrez-Ruiz und Manuel Ángel Fernández-Gámez. „Sustainable development through Corporative Social Responsability, Corporative Philanthropy and Creating Shared Value“. Technium Social Sciences Journal 10 (29.07.2020): 291–98. http://dx.doi.org/10.47577/tssj.v10i1.1325.
Der volle Inhalt der QuelleAnnotation:
This paper analyses the “strategic philanthropy” proposal, made by professors Porter and Kramer, according to which, a company’s social responsibility must lead to the agreement between social benefit and economic benefit. The company intentionally identifies the key areas in which the community and shareholders’ interests are related so they can take certain measures that improve each other’s conditions. With that in mind, companies should focus on those philanthropy activities that fortify their competitiveness, that is, those activities that equal a progress in the situation of the productive factors and requirements of demand. Drawing from this approach of creating social and economic value, we carried out a study of the main international corporations in which the public and the company’s interests are the same thus appearing new opportunities of creating shared value.
25
Ntamu, Diana Nandagire, Waswa Balunywa, John Munene, Peter Rosa, Laura A. Orobia und Ernest Abaho. „Creating and sustaining social value through collaborative effort: the slum ambassadors of Bwaise“. Emerald Emerging Markets Case Studies 11, Nr. 2 (21.05.2021): 1–33. http://dx.doi.org/10.1108/eemcs-10-2019-0270.
Der volle Inhalt der QuelleAnnotation:
Learning outcomes By the end of their studies, students are expected to: undergraduate level. Learning objective 1: Describe the concept of social entrepreneurship. Learning objective 2: Explain the sources and challenges of funding social entrepreneurial activities. Learning objective 3: Discuss the different strategies that social entrepreneurs may use to raise funds. Postgraduate level. Learning Objective 1: Use theory to explain the concept of social entrepreneurship. Learning objective 2: Discuss the role of social capital in facilitating resource acquisition for social entrepreneurial activities. Learning objective 3: Evaluate the current action for fundamental change and development (AFFCAD) funding model and propose strategies that may be used by a social enterprise to achieve financial sustainability when donor funding expires. Case overview/synopsis The past decade has seen the emergence of many social enterprises from disadvantaged communities in low-income countries, seeking to provide solutions to social problems, which in developed countries would normally be addressed by government sponsored welfare programmes. The social entrepreneurs behind such initiatives are typically drawn from the disadvantaged communities they serve. They are often young people committed to improving the lives of their most disadvantaged community members. Being poor themselves and located in the poorest communities, establishing their enterprise faces fundamental challenges of obtaining resources and if accessed, sustaining the flow of resources to continue and grow their enterprise. Targeting external donors and mobilizing social resources within their community is a typical route to get their enterprise off the ground, but sustaining momentum when donor funding ceases requires changes of strategy and management. How are young social entrepreneurs dealing with these challenges? The case focusses on AFFCAD, a social enterprise founded by Mohammed Kisirisa and his three friends to support poor people in Bwaise, the largest slum in Kampala city. It illustrates how, like many other similar social enterprise teams, the AFFCAD team struggled to establish itself and its continuing difficulties in trying to financially sustain its activities. The case demonstrates how the youngsters mobilised social networks and collective action to gain access to donor funding and how they are modifying this strategy as donor funding expires. From an academic perspective, a positive theory of social entrepreneurship (Santos, 2012) is applied to create an understanding of the concept of social entrepreneurship. The case uses the social capital theory to demonstrate the role played by social ties in enabling social entrepreneurs to access financial and non-financial support in a resource scarce context (Bourdieu, 1983; Coleman, 1988, 1990). The National Council for Voluntary Organisations Income Spectrum is used as a tool to develop the options available for the AFFCAD team to sustain their activities in the absence of donor support. The case provides evidence that social entrepreneurs are not limited by an initial lack of resources especially if they create productive relationships at multiple levels in the communities where they work. However, their continued success depends on the ability to reinvent themselves by identifying ways to generate revenue to achieve their social goals. Complexity academic level This case study is aimed at Bachelor of Entrepreneurship students, MBA, MSc. Entrepreneurship and Masters of Social Innovation students. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.
26
Kim, Sang-soo, Woo-yeul Baek, Kevin K. Byon und Sung-bum Ju. „Creating Shared Value to Enhance Customer Loyalty: A Case of a Sporting Goods Company in Korean Athletic Shoe Market“. Sustainability 13, Nr. 13 (23.06.2021): 7031. http://dx.doi.org/10.3390/su13137031.
Der volle Inhalt der QuelleAnnotation:
Despite the efforts of academia on exploring the merits of creating shared value, prior relevant literature seems to have a limitation that overlooks the environmental contribution suggested as a crucial component of creating shared value program by Porter and Kramer. More importantly, since most of the existing creating shared value-related studies have focused on firms in the general marketing field, there is a lack of research on the efficacy of creating shared value programs that are implemented by sporting goods companies. Thus, the objective of the present study was to examine the influence of consumers’ perceived creating shared value activities of sporting goods firm on brand image and customer loyalty in the context of the Korean sporting goods market. A total of 187 Korean sport consumers participated in the present study. Results indicated that sporting goods consumers’ perceived economic, social, and environmental values had significant impacts on brand image and, in turn, brand image positively affected customer loyalty. Consequently, the current study’s findings provide sporting goods firms with practical implications for launching creating shared value programs.
27
Osiyevskyy, Oleksiy. „The ultimate leadership challenge: a unique corporate theory of value-creating growth“. Strategy & Leadership 44, Nr. 5 (19.09.2016): 47–50. http://dx.doi.org/10.1108/sl-07-2016-0063.
Der volle Inhalt der QuelleAnnotation:
Purpose The article identifies the need for an approach beyond merely maintaining competitive advantage. In the eyes of analysts, maintaining the profitable status quo is not an option for creating shareholder value. Design/methodology/approach This masterclass develops the thesis that a strategist needs a corporate theory of value creation, something that provides ongoing guidance to the selection of positions and a vast array of strategic actions. Findings Even those who take a dim view of maximizing shareholder value would likely agree that from an enlightened stakeholder perspective management must find new, unexpected ways to grow the firm to be viable in the long term.” Practical implications A well-developed corporate theory enables fruitful thought experiments such as, “If my theory accurately describes my world, then when I select this strategic choice, the following will occur.”” Originality/value The corporate theory of value structures the logic practitioners can use, repeatedly and consistently, to assess an enormous array of possible combinations of resources and activities. The logic enables strategists to define what is special about the options that are likely to create value.
28
Forsgren, Mats, und Ulf Holm. „MNC headquarters’ role in subsidiaries’ value-creating activities: A problem of rationality or radical uncertainty“. Scandinavian Journal of Management 26, Nr. 4 (Dezember 2010): 421–30. http://dx.doi.org/10.1016/j.scaman.2010.09.007.
Der volle Inhalt der Quelle
29
Purba, Alan smith, Eko Ganis Sukoharsono und Bambang Hariadi. „Meaningful practice creating shared value as a contribute to sustainable development goals“. International Journal of Research in Business and Social Science (2147- 4478) 9, Nr. 7 (12.12.2020): 222–32. http://dx.doi.org/10.20525/ijrbs.v9i7.934.
Der volle Inhalt der QuelleAnnotation:
This study aims to reveal the meaning of the Creating Shared Value (CSV) practice as a contribution to Sustainable Development Goals (SDGs) at PT Pupuk Kaltim (PKT) with a case study approach. CSV with Corporate Social Responsibility (CSR) is a concept that does have the same umbrella, which is a charity to the community and contributes to SDG's but in practice these two concepts are different. The difference lies in the value generated. CSV provides significant value to the company in the form of profit in the form of reducing the company's activity costs and is related to the company's core business products so that the value that arises to the company is not only a good view (image) by the community. When implementing the CSR concept, the company focuses on carrying out charity actions to the community so that it creates a good corporate image by the community and does not focus on the value that is generated profitably to the company. PKT has implemented CSV practice with the floating net cages (FNC) program. The KJA program carries out activities with the grouper and lobster cultivation program and PKT's business activity is in the field of fertilizers. FNC has provided a good view from the community for PKT but the FNC that is claimed by PKT as an FNC Program is not yet a concept of CSV. In practice, FNC is more appropriate to say CSR because it has not provided profit value for PKT.
30
Wikstrom, Solveig R., Martin Hedbom und Ludvig Thuresson. „Value creation from a consumer perspective“. MERCATI & COMPETITIVITÀ, Nr. 1 (März 2010): 55–81. http://dx.doi.org/10.3280/mc2010-001006.
Der volle Inhalt der QuelleAnnotation:
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.
31
Widianova, Valentina Hemas, und Permata Wulandari. „Merger and Acquisition Analysis in Creating Value for Shareholders in The Infrastructure and Utility Sector“. Journal of International Conference Proceedings 4, Nr. 1 (22.07.2021): 150–61. http://dx.doi.org/10.32535/jicp.v4i1.1136.
Der volle Inhalt der QuelleAnnotation:
Trough 20 – years period their merger and acquisition (M&A) in sector infrastructure and utilities are the pledge of the most country in the world, especially in Asia with most emerging countries. This study aims to know the relation about M&A activities to value shareholders in infrastructure and utilities sector in during last 20 years and year of crisis in 2020. Observe for acquire and target companies using event study approach to find Cumulative Average Abnormal Return (CAAR) on M&A activities that represent the value for the shareholders. Set event window for 31 days, consist of 15 days before the announcement and 15 days after announcement. Using sample of listed companies who making acquisition activities in Asia which size of the deal above USD 30 million. The result shows that the acquirers give positive CAAR that statistically significant 10% and the targets give positive CAAR statistically significant 5 %. The target company has higher cumulative abnormal average return than the acquirer company. Then M&A activity during crisis shows that for acquirer give positive not significant CAAR with 4,6% abnormal return and target give positive CAAR 3.4% but not significant. The target gives higher CAAR positive for t-15 to t+7 than the acquirer.
32
Chen, Chun Liang. „Value Constellation Construction in Service Firms“. International Journal for Innovation Education and Research 3, Nr. 11 (30.11.2015): 32–37. http://dx.doi.org/10.31686/ijier.vol3.iss11.462.
Der volle Inhalt der QuelleAnnotation:
The aims of this study were to identify how governmental technology development program (TDP) improves the service value in service firms and to investigate how service firms construct value constellations through relationships with other firms. A multiple cases study research is conducted, focusing on the Taiwan’s service firms. The research main findings are: (1) ICTs enhance service value through six key factors: data envelopment analysis for customers; creating switching costs for industry entry barriers; integrating resources among the value constellation members and elevating productivity; improving internal and external communication for the organization; organizing activities, quick responses to customer needs and strengthening customer relationships; and identifying new members for the value constellation. (2) We categorised the service value enhancement of TDP firms into three types: internal operation improvements, industrial network enhancements; and transactional relations. Internal operation improvements primarily involved creating value within a TDP firm.
33
Salvato, Carlo, und Leif Melin. „Creating Value Across Generations in Family-Controlled Businesses: The Role of Family Social Capital“. Family Business Review 21, Nr. 3 (September 2008): 259–76. http://dx.doi.org/10.1177/08944865080210030107.
Der volle Inhalt der QuelleAnnotation:
This article explores the processes through which family-controlled businesses (FCBs) access and recombine resources to match the evolving needs of their business activities. We do so by applying the conceptual lens offered by social capital to the comparative study of four FCBs active in traditional competitive arenas. Our data reveal that these firms' ability to create financial value over generations does not result from possession of some unique resource, nor from higher-level combinative capabilities; rather, these FCBs have systematically created value through their ability to renew and to reshape their social interactions within and outside the controlling family.
34
Leavy, Brian. „Three ideas for creating new value through managing risk in today’s dynamic environment“. Strategy & Leadership 43, Nr. 1 (19.01.2015): 16–25. http://dx.doi.org/10.1108/sl-11-2014-0085.
Der volle Inhalt der QuelleAnnotation:
Purpose – The hyper-competitive environment clearly places a premium on innovation, entrepreneurship and adaptability. Less obvious is the premium that it also places on new approaches to identifying and managing risk and the hidden opportunities for value creation that lie therein. This masterclass aims to identify three books that show how risk management produces new opportunities for advantage. Design/methodology/approach – The masterclass discusses the approaches to risk management offered in The Risk-Driven Business Model by technology and innovation experts, Karan Girotra and Serguei Netessine; in Niraj Dawar’s book, Tilt: Shifting Your Strategy from Products to Customers and in The Alliance: Managing Talent in the Networked Age by Reid Hoffman, co-founder and chairman of LinkedIn, and his co-authors Ben Casnocha and Chris Yeh. Findings – Key choices you make in designing your business models will either increase or decrease two important types of risk, information risk and incentive-alignment risk. Downstream activities “aimed” at reducing customers’ costs and risks are rapidly emerging as the new “drivers” of value creation and competitiveness. Practical implications – The “central principle” underlying the new approach to talent risk management is “reciprocity” or mutual investment and obligation as a way of mitigating risk to both employer and employee […] The most innovative implementation practice is hiring employees for defined “tours of duty,” a concept borrowed from the military. Originality/value – This masterclass discusses three different approaches to managing risk and explains how they can be used to create customer value in a hyper-competitive environment.
35
Geske, Joel. „Creating Inclusive Groups in the Advertising Classroom“. Journal of Advertising Education 22, Nr. 1 (18.04.2018): 34–48. http://dx.doi.org/10.1177/1098048218768587.
Der volle Inhalt der QuelleAnnotation:
Creating inclusive classrooms, and especially creating inclusive and diverse working groups, can be a challenge in the advertising curriculum. The ad industry values diversity, and employers in general value students who know how to effectively work in groups. This article reports survey data of what makes students feel not included in classroom activities and provides suggestions for best practices in the classroom to make sure all students feel included and to minimize conflict.
36
Yaghmaie, Pegah, Wim Vanhaverbeke und Nadine Roijakkers. „Value Creation, Value Capturing, and Management Challenges in Innovation Ecosystems“. Journal of Business Ecosystems 1, Nr. 1 (Januar 2020): 20–37. http://dx.doi.org/10.4018/jbe.2020010102.
Der volle Inhalt der QuelleAnnotation:
This study explores how organizations in innovation ecosystems co-create and capture value and what types of challenges they face in creating and capturing value. Based on a multiple case study, the authors show that organizations in nano-electronics establish innovation ecosystems to access not only knowledge and technology, but also other complementary assets. The analysis of various value creation and capturing mechanisms enables the authors to generate a framework to illustrate the potential challenges and required management activities in developing innovation ecosystems. Finally, the authors offer some reflections on the theoretical implications of this study and the lessons for managers and policymakers.
37
Chang, Hong-Wei, Jin-Sup Jung und Jeong-Hwa Lee. „Creating Shared Value (CSV) Activities in Korean and Chinese Firms: Do These Influence Corporate Image and Reliability?“ Korea International Trade Research Institute 12, Nr. 2 (25.04.2016): 235–57. http://dx.doi.org/10.16980/jitc.12.2.201604.235.
Der volle Inhalt der Quelle
38
Lichtenthaler, Ulrich. „Shared Value Innovation: Linking Competitiveness and Societal Goals in the Context of Digital Transformation“. International Journal of Innovation and Technology Management 14, Nr. 04 (06.03.2017): 1750018. http://dx.doi.org/10.1142/s0219877017500183.
Der volle Inhalt der QuelleAnnotation:
The idea of “creating shared value” has become very popular, but shared value creation has also been criticized. This paper may bridge some of the controversies by highlighting the need for innovation to successfully implement shared value programs. The paper develops the new concept of shared value innovation and discusses its building blocks drawing on different innovation types, such as product innovation, process innovation, service innovation, business model innovation, organization innovation, and management innovation. The paper further develops a process model of implementation steps for shared value innovation in the context of digital transformation. Based on an illustrative case study of mobility services, the concept of shared value innovation and its implementation steps are explained. Moreover, implications for academics and managers are discussed, which offer actionable starting points for creating shared value by linking economic performance and societal progress in firms’ core business activities.
39
La Rocca, Antonella, und Ivan Snehota. „Value creation and organisational practices at firm boundaries“. Management Decision 52, Nr. 1 (11.03.2014): 2–17. http://dx.doi.org/10.1108/md-04-2013-0229.
Der volle Inhalt der QuelleAnnotation:
Purpose – Growing awareness that value for the customer is created in relationship between the supplier and the customer has consequences for sales and marketing functions, and businesses are increasingly experimenting with new organisational approaches and solutions. The purpose of this paper is to investigate organisational issues involved in implementing value programs in B2B firms and examine implications for managerial action. Design/methodology/approach – After a literature review on value creation in business relationships, the authors illustrate the case of a large industrial business experimenting with organisational solutions to support value-creation processes in customer relationships. Findings – The authors identify three issues management has to address in organising the customer interface: involvement of a variety of actors to access elements of effective customer-value solutions; supporting and orchestrating the interaction processes among those involved; and differentiation of the customer interface and sales approach to match the substantial differences in customer relationships. Research limitations/implications – There is a need for further, more systematic empirical studies of value-creation practices and solutions in how businesses organise the customer interface for value creation. Practical implications – Coping effectively with creating value in customer relationships implies experimenting with novel approaches and solutions in organising the sales and marketing activities as open networked sales organization and requires specific managerial capabilities. Originality/value – While creating customer value is generally believed to be positively related to the firm's performance and development, the organisational implications of focusing on creating value have been less explored. The original contribution of this work lies in zooming in on the organisational solutions to support the customer value-creation processes.
40
Burianek, Ferdinand, Sebastian Bonnemeier und Ralf Reichwald. „Creating Effective Customer Solutions“. International Journal of Service Science, Management, Engineering, and Technology 2, Nr. 1 (Januar 2011): 15–29. http://dx.doi.org/10.4018/jssmet.2011010102.
Der volle Inhalt der QuelleAnnotation:
Global competition and declining margins have made enterprises in diverse industries increasingly aware that assuring low cost as well as high product performance and quality is no longer sufficient for long-term success. Integrating products and services into customized solutions can help firms to gain competitive advantage. Based on 11 in-depth interviews with managers from solution providers and an exploratory survey with 45 solution providers, this paper derives a value creation process as well as a set of critical activities and pitfalls within each step. Selling solutions requires relational processes between customer and supplier comprising analysis/consulting, design/configuration, implementation/delivery, and support/operation. To better understand the relational process, this perspective was adopted on creating solutions in order to identify crucial routines and activities. Two main capabilities within this process can be identified: customer interaction and project management. Both capabilities are required in order to deliver more effective as well as efficient solutions.
41
Laursen, Markus. „Project Networks as Constellations for Value Creation“. Project Management Journal 49, Nr. 2 (April 2018): 56–70. http://dx.doi.org/10.1177/875697281804900204.
Der volle Inhalt der QuelleAnnotation:
Through an empirical study of two inter-organizational project networks in a cultural setting, this article explores how value is created in project networks. The article discusses recent theoretical developments that suggest linking value constellations and project networks. The findings focus on how value is created; this is done through identifying four key value creation activities: developing infrastructure, creating knowledge, changing minds, and managing for value capture. In light of this, two value constellations are suggested, and the service-dominant logic is applied for developing a conceptual model of value creation in project networks, including theoretical and practical implications.
42
Saiyed, Abrar Ali, Anita Basalingappa und Piyush Kumar Sinha. „Value Network in Heritage Walks: Case Studies of Ahmedabad City Walks“. Journal of Heritage Management 1, Nr. 2 (Dezember 2016): 191–204. http://dx.doi.org/10.1177/2455929616687897.
Der volle Inhalt der QuelleAnnotation:
Long heritage management related activities have been studied by sociologist, heritage management experts, anthropologists and architects and artists. Researchers felt importance of using management theories in heritage management research domain. This paper tries to focus on this call for research. It aims to study the value network in heritage walk organisations for creating shared value - a form of value that Porter and Kramer describe, in placing social and community needs before profit. It studies value network in three heritage walks organized by three organisations in Ahmedabad city in western part of India. It covers three cases studies of these walks that cover architecture, communities, craft, food and other elements of living and non-living heritage. This study is exploratory in nature. It shows the impact of these walks on various stakeholders under nine dimensions of value network framework.
43
Piehler, Rico, Michael Schade, Barbara Kleine-Kalmer und Christoph Burmann. „Consumers’ online brand-related activities (COBRAs) on SNS brand pages“. European Journal of Marketing 53, Nr. 9 (09.09.2019): 1833–53. http://dx.doi.org/10.1108/ejm-10-2017-0722.
Der volle Inhalt der QuelleAnnotation:
Purpose This paper aims to investigate word of mouth as a consequence and information, entertainment, social interaction and remuneration motivations as antecedents of consuming, contribution and creating behaviours as consumers’ online brand-related activities (COBRAs). Design/methodology/approach As an empirical test of the proposed conceptual model, the quantitative research features an online survey of a sample of 359 German Facebook users. Findings Word of mouth benefits from consuming behaviour but not contributing or creating behaviours. Therefore, brand-related outcomes can be realised solely through the consumption of brand-related content. Consuming behaviour is positively affected by social interaction and entertainment motivations. Research limitations/implications Further research could investigate the conceptual model in other social networks, as well as validate the findings in other cultural settings. Potential moderators also should be considered in further research. Practical implications In addition to tracking contributing and creating behaviours, brand managers should measure consuming behaviour. This paper provides new insights into how consumer motivations influence different COBRA types. Originality/value This study is the first to analyse the distinct effects of consuming, contributing and creating behaviours of SNS brand page followers on word of mouth as an offline brand-related consequence. It also represents the first study to investigate the unique effect of creating behaviour on an offline brand-related outcome. Furthermore, this study is the first to analyse the effects of all four types of motivations on any COBRA type quantitatively with an appropriate statistical analysis that allows distinguishing relevant from irrelevant motivations.
44
Pratiwi, Devica. „Creating Shared Value (CSV) based on the system in yoga related to corporate awareness in the practice of Corporate Social Responsibility (CSR)“. Indonesian Accounting Review 11, Nr. 1 (12.03.2021): 1. http://dx.doi.org/10.14414/tiar.v11i1.1929.
Der volle Inhalt der QuelleAnnotation:
Along with the changing time, CSR activities carried out by companies currently have been able not only to improve the welfare of the community but also to create shared value. In this concept, companies must be aware that creating shared value (CSV) is able to produce benefits to be shared and is more than just focusing on social responsibility. Companies should not only take corrective actions, but also reorganize the business strategies they use starting from the stages of planning and production to the stage of distribution to the end consumer, while still considering the factors of the company (economy), human and environment, or often referred to as the triple bottom line (profit, people, planet). This study aims to observe the development and disclosure of CSV in companies by using sustainability reports based on the system in yoga. Judging from the type of data, the approach used in this study is a qualitative descriptive approach. The research data used is the Sustainability Reports of Coca-Cola Company, Ltd., Nestle, and PT. Unilever Indonesia, Tbk for 2018. The results of this study show that the three companies have implemented CSV activities which are expressed in 5 Yamas Yoga: Ahimsa/non-violence; Satya / truthfulness / non-falsehoods; Asteya / honesty, non-stealing; Brahmacharya / Self-control; and Aparigraha / non-possessiveness, non-greediness. not expecting, asking, or accepting inappropriate gifts from any person.
45
Jones, Colin, Kathryn Penaluna und Andy Penaluna. „Value creation in entrepreneurial education: towards a unified approach“. Education + Training 63, Nr. 1 (27.10.2020): 101–13. http://dx.doi.org/10.1108/et-06-2020-0165.
Der volle Inhalt der QuelleAnnotation:
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.
46
Kwon, Hyuck Shin, und Hyun Chae Park. „Creating Sustainable and Climate Shared Value in Public Institution: Lessons from a Case of Korea Army Cadet Military School“. Sustainability 11, Nr. 14 (11.07.2019): 3796. http://dx.doi.org/10.3390/su11143796.
Der volle Inhalt der QuelleAnnotation:
The Creating Shared Value (CSV) strategy that companies are adopting to make their own sustainable management possible and solve social problems no longer remains in the business model for corporations alone. Not only state-run companies, but also social enterprises are using CSV strategies as a part of their management strategies to attain social values and achieve remarkable results. However, the majority of CSV studies conducted so far focus on only corporations and their contents are mainly covered to identify the correlation between the independent variables and financial or non-financial performance from a business perspective. In this context, the purpose of the study is to identify how public organizations can enhance their core competitiveness by using CSV strategies. Utilized case-based research and document analysis method, the study analyzes CSV activities carried out spanning the period of 2017-2018 in Korea Army Cadet Military School (KACMS) from the public organization’s point of view. As a result, CSV strategies done by public organizations can improve the performances of unique tasks, improve the level of safety, human rights, and increase job satisfaction and morale. Additionally, the strategies can also improve the sustainability of the region, activate the local economy, and contribute to the conservation and betterment of the local environment. This study presents case-evidence that public organizations, like private companies, may also achieve their intended performance through CSV activities. The study provides guidance to expand the scope and subjects of CSR research theoretically, and may also contribute to exploring new approaches that can lead to co-prosperity among social components, in practice.
47
Helman, Joanna. „Analysis of the Local Innovation and Entrepreneurial System Structure Towards the ‘Wrocław Innovation Ecosystem’ Concept Development“. Sustainability 12, Nr. 23 (03.12.2020): 10086. http://dx.doi.org/10.3390/su122310086.
Der volle Inhalt der QuelleAnnotation:
The city of Wrocław is an important Polish center for creating innovations and modern technological solutions. In general, Polish innovation system is having problems with a lack of cooperation among different actors, a low level of commercialization and a weak uptake of technologies. Based on that, the objectives of this paper were set on the identification of the local innovation and entrepreneurial opportunities, the analysis of the current innovation system and the development of a community’s ecosystem theoretical concept. Currently, in Wrocław, many organizations are dealing with innovation. To assess the regional situation of the innovation system the ethnographic analysis was conducted. Each of the stakeholder segments was analyzed based on the resources, activities, value addition and value capture factors. The research showed a huge potential for creating an innovation ecosystem, however due to the variety of different activities, there is no common Innovation Ecosystem. Based on the analysis results, the Ecosystem Pie Model tool was used to create the ecosystem model concept. Research showed a huge potential for creating an innovation ecosystem. Therefore, Wrocław should aim to create a development policy framework that favors entrepreneurial innovation and will allow sustainable regional development.
48
Başer, Uğur, und Mehmet Bozoğlu. „Tarımsal Değer Zincirinde Değer Yaratan Faaliyetlerin Belirlenmesi“. Turkish Journal of Agriculture - Food Science and Technology 6, Nr. 8 (20.08.2018): 1002. http://dx.doi.org/10.24925/turjaf.v6i8.1002-1007.1835.
Der volle Inhalt der QuelleAnnotation:
A value chain starts with the production of a primary commodity, ends with the consumption of the final product. The aim of this study was to explain the agricultural value chain and to determine of value-creating activities in the agriculture sector. The literature review approach was utilized in the research. The agricultural value chain has seven stages which are input supply, production, producer organizations, traders, processors, wholesalers, and retailers respectively. In the value chain, it is aimed to get advantages against competitors by increasing the quality of crops and products, product differentiation or increasing the efficiency of the system. While the production costs of agricultural crops and products were affected by the input use and technology, product differentiation could be realized by the approaches of organic agriculture and good agricultural practices, etc. Although large enterprises in the agricultural sector could handle the value chain as a whole, small and medium-sized enterprises which had to leave the process early should focus on creating value as long as they remain in the process. With value chain analysis approach, it would be possible to contribute to the solution of certain main problems in the agricultural sector.
49
Brockbank, Wayne, Dave Ulrich, David G. Kryscynski und Michael Ulrich. „The future of HR and information capability“. Strategic HR Review 17, Nr. 1 (12.02.2018): 3–10. http://dx.doi.org/10.1108/shr-11-2017-0080.
Der volle Inhalt der QuelleAnnotation:
Purpose The purpose of this paper is to examine the impact that HR departments have on alternative stakeholders when they focus on improving the organization’s information capability instead of focusing their information agenda on human resource (HR) departmental activities. Design/methodology/approach The findings are based on the 2016 offering of the HR Competency study that is sponsored by the Ross School of Business at the University of Michigan and the RBL Group. The data set consists of over 36,000 respondents from around the world. Data were gathered through a 360 methodology that includes self-ratings and HR and non-HR associate ratings. Findings The findings show that HR’s involvement in leveraging business information has more impact than any other HR department activity on creating value for key external stakeholders. When controlling for other HR activities, the analysis shows that 77.4 per cent of HR total impact on customer value and 55.6 per cent of shareholder value occurs through HR’s involvement in information management. This impact occurs as HR departments contribute to identifying important external information (including customer and competitive information), importing important external information into the firm, analyzing information through both quantitative and qualitative algorithms, disseminating key facts and findings throughout the firm and ensuring the full utilization of information in decision making. The authors provide examples of how HR departments in leading companies are contributing to each of these phases of organization information management. Originality/value These findings have potentially important implications for how HR professionals add value to their key stakeholders. It suggests that HR departments will add greater value to their firms as they shift the focus of their information agenda from application to internal HR processes and practices to creating competitive advantage through organization-wide information management capability.
50
Yoon, Hae-lee, Jung-ho Jung, Chul-woo Kim, Ku-yong Lee, Jae-han Ryu und Chun-gi Min. „An Analysis of Activities Conducted for Creating Shared Value in accordance with the Participatory Public Art Types of Businesses“. Journal of Communication Design 65 (31.10.2018): 237–51. http://dx.doi.org/10.25111/jcd.2018.65.18.
Der volle Inhalt der Quelle