Relevant bibliographies by topics / Stakeholder value proposition

Academic literature on the topic 'Stakeholder value proposition'

Author: Grafiati
Published: 10 December 2022
Last updated: 28 January 2023

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Journal articles on the topic "Stakeholder value proposition"

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Hutagaol-Martowidjojo, Yanthi R. I. "Borneo Orangutan Survival Foundation (BOSF): Building Trust in Diverse Stakeholders." Asian Case Research Journal 23, no. 02 (December 2019): 539–60. http://dx.doi.org/10.1142/s0218927519500226.

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While many case studies show the importance of a value proposition for profit organizations, this case demonstrates the importance of a value proposition for a non-profit organization in shaping the organization, in particular to prevent organization from an escalating crisis to improve its performance. The case is designed to foster a thoughtful organizational transformation through the development of an organization value proposition based on stakeholder and stakeholder participation theories. Borneo Orangutan Survival Foundation (BOSF) was in a financial crisis before 2011. The new CEO put new value proposition formulation on his priority by analyzing the interests of BOSF’s stakeholders. Hence, the case adds the importance of leadership aspect in analyzing organization’s stakeholders’ interests and expectations and effectively making decisions to meet them.
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Frow, Pennie, and Adrian Payne. "A stakeholder perspective of the value proposition concept." European Journal of Marketing 45, no. 1/2 (February 15, 2011): 223–40. http://dx.doi.org/10.1108/03090561111095676.

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Megawaty, Aminuddin Hamdat, Andi Makkulawu Panyiwi Kessi, and Panus. "Application Of The Balanced Scorecard As A Measurement Model Of The Balance Of Stakeholder Value Proposition." International Journal of Science, Technology & Management 3, no. 2 (March 26, 2022): 394–402. http://dx.doi.org/10.46729/ijstm.v3i2.466.

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The balanced scorecard (BSC) is one of the concepts of a managerial performance measurement system that has a function and significance for companies carrying out strategic management by using four measurement perspectives in a systematic and integrated manner. This study uses the balanced scorecard, and management can identify, formulate, and create a value proposition that is balanced and proportionate among its stakeholders (stakeholders). This study aims to determine how the company's performance benchmarks and stakeholder value propositions use the balanced scorecard approach. The type and approach of this research are descriptive qualitative. The data analysis model is carried out in two ways: First, qualitatively, namely by describing according to language, sentences and perspectives to get a logical understanding and relevant to the research objectives. Second, using the balanced scorecard approach, namely data analysis made in numbers based on the balanced scorecard approach. This study explains how the general concept of the balanced scorecard, the four perspectives of measuring the balanced scorecard, the implementation of the balanced scorecard, and the balance of stakeholder value propositions. The results showed the measurement of the balanced scorecard at PT. "X" indicates that the company has a good set of benchmarks in implementing the balanced scorecard. The results also show that several balanced scorecard perspectives are proven to positively impact company performance in all views, including financial perspective, customer perspective, internal business process perspective, and learning and growth perspective. This study is due to the company's ability to correctly identify, formulate and determine stakeholder value propositions through a balanced scorecard approach.
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HEMMONSBEY, Janice, and Tembi M. TICHAAWA. "STAKEHOLDER AND VISITOR REFLECTIONS OF SPORT BRAND POSITIONING IN SOUTH AFRICA." GeoJournal of Tourism and Geosites 34, no. 1 (March 31, 2021): 177–85. http://dx.doi.org/10.30892/gtg.34123-634.

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The purpose of this paper was to identify stakeholder and visitor perceptions of brand images of the South African destination brand in order to examine how sport is utilised as a catalytic agent for achieving brand positioning. Following a mixed method approach, in-depth semistructured interviews were conducted with 24 sport, tourism, and government stakeholders. Survey questionnaires were administered with 403 sport event visitors at major events across South Africa. The results show congruence between stakeholder and sport event visitor perceptions on the multi-layered brand images of South Africa. Uniquely defined city brand images raise challenges and opportunities for establishing a coherent national brand positioning. The utilisation of sport for brand positioning is greatly dependent on brand distinctive ness and dedicated stakeholder vision and policy. The study provides a framework of recommendations that practically guide key industry stakeholders on value propositions that underpin brand positioning strategies. This study also makes a contribution to existing brand positioning t heories and practice by exploring the value proposition construct to a unique sport environment while employing real-life destination brand scenarios.
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Carrasco-Farré, Carlos, Yuliya Snihur, Pascual Berrone, and Joan Enric Ricart. "The stakeholder value proposition of digital platforms in an urban ecosystem." Research Policy 51, no. 4 (May 2022): 104488. http://dx.doi.org/10.1016/j.respol.2022.104488.

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Wubben, E. F. M., M. Fondse, and S. Pascucci. "The importance of stakeholder-initiatives for business models in short food supply chains: the case of the Netherlands." Journal on Chain and Network Science 13, no. 2 (January 1, 2013): 139–49. http://dx.doi.org/10.3920/jcns2013.1004.

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While the interest in Short Food Supply Chains (SFSCs) is growing, we still await management studies that explore the impact of stakeholders of SFSCs in substantial numbers. This article investigates the differences in the business models of SFSCs that may be attributed to the initiator-stakeholder, interacting with other stakeholders. Essential to business models are the value proposition, value creation and value capture, but it is the ambition of the initiator-stakeholder that starts a SFSC. Initiator-stakeholders of 57 SFSCs were interviewed on a combination of both multiple choice and open questions. The data converges on three categories of business models. First and foremost, a large majority of SFSCs is driven by the aim of the initiator-stakeholder to increase economic viability, uses the market as governance structure, resulting in profit margins likely to be above margins in conventional business. Two other categories of business models of SFSCs group around the theme of producer-support, and, producer-consumer interaction, respectively.
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MacDonald, Adriane, Amelia Clarke, Lei Huang, and M. Seitanidi. "Partner Strategic Capabilities for Capturing Value from Sustainability-Focused Multi-Stakeholder Partnerships." Sustainability 11, no. 3 (January 22, 2019): 557. http://dx.doi.org/10.3390/su11030557.

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As social and ecological problems escalate, the role of collective capacity and knowledge is becoming more critical in reaching solutions. This capacity and knowledge are dispersed among diverse stakeholder organizations. Thus, organizations in the private, public and civil society sectors are experiencing pressure to address these complex challenges through collaborative action in the form of multi-stakeholder partnerships. One major challenge to securing and maintaining partner engagement in these voluntary collaborative initiatives is defining the value proposition for prospective and existing partner organizations. Understanding the relationship between different forms of partner involvement and the subsequent resources that partners stand to gain is necessary to articulate the value proposition of the partnership to partners. This study conducts a survey of partner organizations from 15 different sustainability-focused multi-stakeholder partnerships in Canada. We compare three partner strategies for implementation and value capture and discover that each strategy is associated with different partner-level resource outcomes. Our findings indicate that product stewardship strategies are associated with financial and organizational capital, marketing and promotion with human capital, and internal implementation structures with shared capital. This study has implications for multi-stakeholder partnership researchers and practitioners because it suggests the possibility that certain partner-level outcomes could rely on the partner, as well as partnership implementation strategies.
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Morioka, Sandra Naomi, Maria Holgado, Steve Evans, Marly M. Carvalho, Paulo Rotella Junior, and Ivan Bolis. "Two-Lenses Model to Unfold Sustainability Innovations: A Tool Proposal from Sustainable Business Model and Performance Constructs." Sustainability 14, no. 1 (January 5, 2022): 556. http://dx.doi.org/10.3390/su14010556.

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This research combines corporate sustainability performance and sustainable business model concepts to improve the corporate sustainability of organizations. The main objective of this article is to propose and apply a tool to identify sustainable innovation opportunities through a structured brainstorming process while providing a systemic business perspective and a strong multi-stakeholder orientation. The present qualitative research was carried out in two phases. The first phase consisted of a critical analysis of literature that enabled the proposition of the Two-Lenses Model (2LM) for sustainability innovation. The corporate sustainability performance lens encompasses strategic drivers, business processes, capabilities, stakeholders’ satisfaction and contributions. The sustainable business models lens considers value proposition, value creation and delivery system and value capture and sharing. The second phase consists of applying the 2LM in two industrial cases. The results show that the proposed model has the potential to trigger the identification of opportunities through two mechanisms: misalignments between performance dimensions and gaps in stakeholder satisfaction. Further research opportunities lie on deepening into these findings and investigating the implementation process for the identified innovation opportunities.
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Ricart, Joan Enric, Yuliya Snihur, Carlos Carrasco-Farré, and Pascual Berrone. "Grassroots Resistance to Digital Platforms and Relational Business Model Design to Overcome It: A Conceptual Framework." Strategy Science 5, no. 3 (September 2020): 271–91. http://dx.doi.org/10.1287/stsc.2020.0104.

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Although extant research has studied incumbent resistance to digital platforms, it provides little understanding about when grassroots collective action by other ecosystem stakeholders against the digital platform is likely. In this paper, we identify the scope conditions detailing when local stakeholders can initiate grassroots collective action against the digital platform, a unique context characterized by fast growth, distributed innovation, role flexibility, and direct local connectivity, and propose viable solutions. Our conceptual framework suggests that grassroots collective action against the digital platform is most likely when the digital platform operates with localized scarce assets or localized precarious labor and when actors express their grievances through formalized channels. We combine business model design and stakeholder management perspectives to develop design-based solutions that involve a multisided business model structure, an inclusive stakeholder value proposition, and an ecosystem-centered governance. We call the combination of such design efforts relational business model design. To the incipient theory of digital platforms, we contribute a stakeholder-centered view of platform business models operating within local ecosystems, bridging research on collective action and stakeholder management with strategic management of platforms.
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Ollár, Anita, Paula Femenías, Ulrike Rahe, and Kaj Granath. "Foresights from the Swedish Kitchen: Four Circular Value Opportunities for the Built Environment." Sustainability 12, no. 16 (August 8, 2020): 6394. http://dx.doi.org/10.3390/su12166394.

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This paper examines the kitchen as one relevant part of the home that is highly affected by frequent replacements, renovations, and a short service life. The aim is to discern circular value opportunities for the built environment by examining stakeholder activities and the value proposition associated with Swedish kitchens. The paper answers the research question ‘Which aspects in stakeholders’ value proposition of kitchens might contribute to future circular housing design?’. The empirical material was collected through a workshop, interviews, and a focus group session. The data were analysed using qualitative content analysis while applying value mapping as an analytical framework. Four opportunities for circularity were identified: (1) aligning spatial and product design for a circular economy, (2) considering end-user perspectives and demands, (3) formulating regulations informed by research, and (4) developing circular products and services through collaboration. While some of these opportunities have already been emphasised in previous literature, the most distinct contribution of this paper is that it reveals the importance of spatial parameters when transitioning towards a circular housing design. The methods and results of this paper may be adapted to various building components to create a system-level circular economy in the built environment.
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Books on the topic "Stakeholder value proposition"

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Dooms, Michael. Crafting the Integrative Value Proposition for Large Scale Transport Infrastructure Hubs: A Stakeholder Management Approach. Academic & Scientific Publishers, 2011.

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Mokal, Riz, Ronald Davis, Alberto Mazzoni, Irit Mevorach, Madam Justice Barbara Romaine, Janis Sarra, Ignacio Tirado, and Stephan Madaus. Micro, Small, and Medium Enterprise Insolvency. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198799931.001.0001.

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This volume examines the current resolution process for distressed micro, small, and medium enterprises (MSMEs), and proposes a different, more appropriate, ‘modular’ approach to the treatment of such entities when faced with insolvency proceedings. MSMEs play a vital role in virtually all global economies. They are a primary means of employment and the vehicle by which entrepreneurs bring new business propositions to the market and deliver a range of products and services to local economies. MSMEs tend to be more reliant than larger businesses on favourable legal and regulatory climates in order to survive and thrive. Yet in assuming an extensive insolvency estate of significant worth, the presence of creditors and other concerned stakeholders to participate in and oversee the process, and the extensive involvement of courts and insolvency and legal professionals, insolvency regimes are often more tailored to the circumstances of larger businesses. These assumptions and features generally sit incongruously with the reality of MSMEs, whose estates characteristically have modest value and many of whose stakeholders tend to be disinterested in the MSME’s insolvency process. The Modular Approach developed in this text addresses the imbalances, inconsistencies, and lack of supervision which are often apparent in the treatment of insolvent MSMEs. The volume provides an overview of existing approaches to MSME insolvency, the place of MSMEs in the global economy, and the particular needs of MSMEs in financial distress. It then sets out the procedural framework, policy objectives, and key components of the Modular Approach, detailing how a choice of modules enables national policymakers a more flexible process for resolution. The volume outlines the roles, positions, and obligations of key stakeholder groups, and explains the managerial, administrative, and judicial functions of this approach. Finally, it explains how elements of the broader legal system should be aligned with, and supportive of, the optimal functioning of the Modular Approach.
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Book chapters on the topic "Stakeholder value proposition"

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Grünbacher, Paul, Sabine Köszegi, and Stefan Biffl. "Stakeholder Value Proposition Elicitation and Reconciliation." In Value-Based Software Engineering, 133–54. Berlin, Heidelberg: Springer Berlin Heidelberg, 2006. http://dx.doi.org/10.1007/3-540-29263-2_7.

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Vorbach, Stefan, Christiana Müller, and Elisabeth Poandl. "Co-creation of Value Proposition: Stakeholders Co-creating Value Propositions of Goods and Services." In Management for Professionals, 51–62. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-97788-1_5.

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Jonker, Jan, and Niels Faber. "The Value Proposition." In Organizing for Sustainability, 57–71. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78157-6_5.

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AbstractA business model is a description of how value creation is organized, underpinned by a value proposition. Such a proposition solves a problem or appeals to new, often yet undiscovered needs. Value creation has several facets. This building block offers a framework of five positions of value creation from which to choose and links it to strategies you can use. This in turn is then linked to the possibility of creating change with your business model-to-be. The more precisely you align the nature of those values and the change you would like to create, the better you will be able to design an appropriate (organizational) logic at a later stage. Formulating a clear and compelling value proposition is crucial in the development of a business model. It gives direction to the strategy, to the stakeholders with whom you could take these steps, and to what impact you expect to realize.
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Zhang, Huiying, Xi Yu Leung, and Billy Bai. "A Conceptual Framework of Destination Sustainability in Sharing Economy." In Information and Communication Technologies in Tourism 2021, 426–32. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-65785-7_41.

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AbstractThe introduction of the sharing economy has revolutionized resident-tourist relationships and provides further implications of destination sustainability. Built on several well-established theories, this conceptual study intends to develop a new and holistic framework to examine destination sustainability, focusing on the change of resident-tourist relationships. The framework is first guided by the stakeholder theory to identify the four key stakeholders in the new sharing economy context: residents, tourists, governments, and the sharing economy platform. With the collaboration theory and resource theory as a foundation, the framework then describes each stakeholder’s specific needs and resources. The service-dominant logic further supports service exchanges and value co-creation among stakeholders. The framework then adopts the capital theory approach to conceptualize destination sustainability in terms of human, social, natural and manufactured capital. Finally, three propositions are developed to justify the new peer-to-peer collaboration paradigm that leads to destination sustainability. The proposed framework is aligned with the six-pillar transformation in e-Tourism research and serves as an intelligent solution to destination sustainable development in the sharing economy context.
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Jonker, Jan, and Niels Faber. "Strategy." In Organizing for Sustainability, 103–14. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78157-6_8.

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AbstractIn this chapter, we explore the nature of strategy. We have touched upon the subject in earlier chapters but here we present a typology of strategies. We define strategy as a route consisting of a set of deliberate actions leading to realizing your sustainable value proposition. Strategy can be approached as a plan or a process. Six strategies are distinguished: (1) eco-efficiency, (2) product as a service, (3) use optimization, (4) lifespan extension, (5) cascading, and (6) community building. Each of these strategies can be used as a stand-alone strategy or in a balanced combination while developing one of the business model archetypes. Which of these strategies or combinations you choose depends on the specific circumstances and stakeholders involved and the context in which you are seeking to realize your business model, as well as the underlying value proposition. A functional strategy is fundamentally a matter of clear, reasoned and actionable choices.
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Jarke, Juliane. "Mobile Age: Co-creating Digital Public Services with and for Older Citizens." In Public Administration and Information Technology, 53–70. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-52873-7_4.

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Abstract This book describes and compares three co-creation projects that were conducted in two European cities as part of a larger EU-funded innovation project called Mobile Age. This chapter introduces Mobile Age and presents the project’s framework and methodology for co-creating digital public services. Part of the framework are seven streams of activity that need to be considered. These streams of activity are not sequential but run in parallel and inform each other: (1) governing and managing a co-creation process; (2) continuous recruitment and engagement of stakeholders; (3) co-creating a service concept; (4) working with (open) (government) data; (5) co-creating software; (6) evaluating the co-creation process and its results; and (7) exploiting and disseminating the co-created service. All three co-creation projects featured in this book are described along those streams of activity. In addition, for each project its specific problem focus, target audiences, value propositions and resources are provided.
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Cunnion, Janna, Feifei Hua, Maureen McNicholl, and Sandra Ospina. "Middle School Climate Change Mitigation and Adaptation Curriculum in the United States: Peers Lead Peers Through Change and Action." In Education to Build Back Better, 145–67. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-93951-9_7.

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AbstractWhile the previous chapters of this book tackle reforms in existing, established national programs, this chapter is an emergent proposition to a change in policy at local school district levels in the United States. Change is dependent on and influenced by the educational ecosystem around the student which includes such stakeholders as parents, teachers, teacher preparation programs, community groups, curriculum and textbook developers, businesses, universities, local and federal agencies, and policy leaders. The criteria for what makes a climate change curriculum “effective” are difficult to name: first, because the subject itself is divisive, and second because humankind has not yet fully understood all there is to know about tackling climate change. Thus, in this chapter, a normative pro stance is taken in support of climate change education, as the need to implement climate change education in school echoes UNESCO's notion that climate education “is crucial to promote climate action. It helps people understand so they can address the impacts of the climate crisis, empowering them with the knowledge, skills, values, and attitudes needed to act as agents of change (Education for climate action, 2021). In Orange County, California—like many places in the United States—climate change is a politically charged and controversial topic. When 20 states adopted the well-regarded Next Generation Science Standards (NGSS) in 2014, it was hoped that schools across the country would improve climate change education. However, we found that adopting new science standards does not necessarily mean that teaching and learning about climate change has improved in general, and this is made more complex by the fact that each state determines its own education system, and little can be mandated at a national level. Many factors contribute to inadequate student learning about the causes, impact, and especially the strategies to mitigate climate change among Orange County middle school students. We aim for education leaders to understand these best practices and encourage them to apply these to their contexts. We offer a curriculum based on best practices, one that is peer-led and garners hope. We wish for students to see themselves as agents of change and leaders of the not-so-distant tomorrow who become inspired to mitigate, adapt, and reverse climate change.
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Camilleri, Mark Anthony. "The Corporate Sustainability and Responsibility Proposition." In Operations and Service Management, 1371–85. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-3909-4.ch062.

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This chapter deliberates on the business case for CSR. It contends that corporations are capable of implementing responsible behaviors as they pursue their profit-making activities. A thorough literature review suggests that there is a link between corporate social responsibility (CSR) or corporate social performance (CSP) and financial performance. In addition, there are relevant theoretical underpinnings and empirical studies that have used other constructs, including corporate citizenship, stakeholder engagement and business ethics. In this light, this contribution reports on how CSR is continuously evolving to reflect today's societal realities. Therefore, it raises awareness of key notions representing strategic CSR, creating shared value and corporate sustainability and responsibility (CSR2.0). This latter perspective suggests that responsible behavioral practices may be strategically re-conceived to confer competitive advantage over rival firms. Therefore, this chapter makes reference to laudable investments that could unleash shared value. It implies that CSR2.0 demands business to build adaptive approaches with stakeholders for the benefit of the firm and for societal advancement.
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Camilleri, Mark Anthony. "The Corporate Sustainability and Responsibility Proposition." In CSR 2.0 and the New Era of Corporate Citizenship, 1–16. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1842-6.ch001.

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This chapter deliberates on the business case for CSR. It contends that corporations are capable of implementing responsible behaviors as they pursue their profit-making activities. A thorough literature review suggests that there is a link between corporate social responsibility (CSR) or corporate social performance (CSP) and financial performance. In addition, there are relevant theoretical underpinnings and empirical studies that have used other constructs, including corporate citizenship, stakeholder engagement and business ethics. In this light, this contribution reports on how CSR is continuously evolving to reflect today's societal realities. Therefore, it raises awareness of key notions representing strategic CSR, creating shared value and corporate sustainability and responsibility (CSR2.0). This latter perspective suggests that responsible behavioral practices may be strategically re-conceived to confer competitive advantage over rival firms. Therefore, this chapter makes reference to laudable investments that could unleash shared value. It implies that CSR2.0 demands business to build adaptive approaches with stakeholders for the benefit of the firm and for societal advancement.
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Zook, Ze. "Public Relations Auditing and Accountability With Digitalised Decentralised Ecosystems." In Perspectives of Management Accounting for Sustainable Business Practices, 183–212. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-4595-2.ch010.

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This chapter explores the notion of public relations accountability in the not-so-distant future with the integration of blockchain technology as championed and demanded by several brands, considering its impact on the dissemination of communication, coherency, and efficiency of the firm. Issues are around value delivery with reputation management, the new online ecosystem, and stakeholder relations. This text puts forward a radical proposition that would position the public relations profession and industry in a favourable position in relation to blockchain technology.
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Conference papers on the topic "Stakeholder value proposition"

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Odonkor, Philip. "Exploring How the Heterogeneity of Building Types in Community Microgrids Impact Their Value Proposition." In ASME 2022 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2022. http://dx.doi.org/10.1115/detc2022-90705.

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Abstract Community microgrids present a compelling new approach for designing and operating the next generation of power grids. The extent to which their benefits can be realized depends on their constituent buildings, energy infrastructure, and the control algorithms that maintain grid balance. Conventional practice has been to treat the former as inflexible, meaning micro-grids are often designed for a preset group to buildings. However, as microgrids evolve to consider multiple stakeholder needs (such as consumers, prosumers and utilities), the ability for them to maximize stakeholder value — in terms of demand flexibility and energy resiliency — relies on an optimal building composition. This work advances the hypothesis that heterogeneous microgrid compositions exhibit distinguishable value propositions for different stakeholders which, if identified and understood, can provide decision support for microgrid design and adoption at scale. By leveraging the US Department of Energy’s ComStock dataset, we conduct an in-depth empirical study which uncovers trends to support the inclusion (and in some cases exclusion) of a variety of building types when composing community microgrids. The pairing of hotels with quick service restaurants, for example, was one of several key findings that illustrate how complimentary building relationships can be leveraged to advance energy self sufficiency and demand flexibility in community microgrids.
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Kim, Yong Se, Sang Won Lee, Joo Won Maeng, and Chang K. Cho. "Product-Service Systems Design Process Based on Activities and Functions." In ASME 2010 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/detc2010-29025.

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As consumers demand diverse values reflecting their individual needs and wants from various viewpoints, including economical, ecological and experiential concerns, more comprehensive and more flexible ways to provide values to consumers are desired. Product-Service Systems (PSS) have been proposed as a solution to realize such diverse value provision. In this paper, a systematic methodology for designing PSS based on activities and functions is proposed, which is much different from the case of product design. The proposed PSS design process includes the following six steps: requirement identification and value proposition, stakeholder activity design, PSS functional modeling, function-activity mapping and PSS concept generation, PSS concept detailing and PSS concept prototyping. In the proposed PSS design process, the activities of stakeholders are defined and analyzed via service blueprint. The functions of PSS fulfilling target values are then defined and represented with the specification service providers and service receivers, and they are further decomposed into sub-functions. Then the relationship between stakeholder activities and functions are established by considering associated stakeholders, and the PSS concepts are generated by mapping product and service elements. Sample case studies are conducted to validate the proposed PSS design process.
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Ben Hamida, Sonia, Marija Jankovic, Franco Curatella, Simone Sasse, Suzanne Baltay, Martine Callot, Alain Huet, and Jean-Claude Bocquet. "Value Proposition Design for Systems and Services by Adapting Affordance-Based Design." In ASME 2016 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/detc2016-60089.

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In early design stages, firms need to generate and assess their value propositions. Although both business developers and systems engineers capture customers’ needs to design the value proposition, they suffer from inefficient business and engineering processes interactions. Moreover, they lack methods to elicit the needs in a structured way and to explore the best value propositions. We propose to extend the affordance-based design for systems and services in order support the elicitation and capture of stakeholders’values; and to identify boundaries of the system design problem to explore the best value propositions. Hence, affordances — which describe what system provides to other systems and stakeholders — help to frame the context. Today, affordance-based design is mainly used for artifact design. We propose to extend this approach to systems and services and complement it with a focus on stakeholders’ activities and external systems’ stages. With regard to the different system design perimeters defined by affordances, value propositions are designed. The proposed method is illustrated on an AIRBUS Defence & Space innovative project.
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Wittern, Erik, and Christian Zirpins. "Validating Service Value Propositions Regarding Stakeholder Preferences." In 2011 IEEE Fourth International Conference on Software Testing, Verification and Validation Workshops (ICSTW). IEEE, 2011. http://dx.doi.org/10.1109/icstw.2011.67.

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Valkama, Ville, and Timo Ojala. "Stakeholder value propositions on open community testbed of interactive public displays." In the International Conference. New York, New York, USA: ACM Press, 2011. http://dx.doi.org/10.1145/2077489.2077509.

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Yadav, Abhishek, Ashok K. Das, Janet K. Allen, and Farrokh Mistree. "A Computational Framework to Support Social Entrepreneurs in Creating Value for Rural Communities in India." In ASME 2019 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2019. http://dx.doi.org/10.1115/detc2019-97375.

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Abstract Over 250 million people in India currently lack access to basic services needed to live a rudimentary lifestyle. Most of these people reside in rural parts of the country. Lack of employment, economic opportunities, and development in rural areas are foundational to low socio-economic levels in these communities. Added to this are environmental issues such as natural resource depletion, yearlong droughts, climate change. We hypothesize that social enterprises developed at the community level can improve the quality of life of people in rural India. The lack of access to investment and resources to identify and develop social enterprises are major challenges for the creation of social enterprises. We hypothesize that a successful partnership between two major stakeholders, namely, social entrepreneurs and corporate social responsibility (CSR) investors is the key in developing multiple social enterprises to foster rural development. However, CSR and other investors require quantitative information along with impact evaluation of the value proposition before investing. Social entrepreneurs lack tools to develop and present value propositions for the village in a quantitative form. In this paper, we propose a computational framework to fill this gap and to facilitate dialog between CSR investors and social entrepreneurs that may result in a mutually favorable investment.
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Veroba, Grant, and Nurul Aminah Mohd Azmi. "Front End Work Process Digital Transformation: Challenges and Opportunities." In SPE/IATMI Asia Pacific Oil & Gas Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/205606-ms.

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Abstract Digital transformation is shifting the structure of work in nearly every industry and fundamentally changing the value proposition for customers. As part of PETRONAS’ overall digital transformation, Front End Engineering (FEE) has embarked on an ambitious program to digitalize and integrate the company's Front End project realization processes and applications into a single digital tool, referred to as Concept Factory. This paper reviews the journey to initiate, frame and deliver the Front End work process digitalization. The Concept Factory digital transformation program first focused on a strategy to identify the pain points within the traditional project realization work process and how this is impacting both quality and speed of delivery. Once the pain points were identified, assessment of how digitalization may eliminate the pain points and enhance the project realization process value was completed. This assessment also included an end-to-end review of where the current Front End work processes to identify barriers that challenged the ease of digitalization; these included highly manual and siloed work processes, data management and tools; insufficient leveraging off the extensive Company knowledge databases and analogue projects; and inefficient technical and cost benchmarking to assure robustness of Front End work. This resulted in a more significant Front End process transformation being needed to increase the potential value creation through the digital transformation. A stepwise, iterative approach using Agile project management techniques has been used to harness the full capabilities of digital integration and analytics to FEL-2 rather than merely digitalizing the existing manual workflow. This will be done by first automating and upgrading databases and discrete data hand-offs to be "digital ready", independently developing and digitalizing the full suite of Front End technical and cost analysis tools, then integrating these tools within a common Concept Factory analytics platform for both stand-alone Front End analysis and as a domain tool within the broader Field Development Planning digital framework. Several technical and organizational challenges were identified that need to be overcome from business case syndication to adoption. As the daily work routines of employees are being radically changed to adapt to the rapid change of digital technology, ongoing alignment was done to engage the Front End team and broader stakeholder groups in the process through demonstrations and feedback sessions. In addition, cascading technical needs through the digital team execution required ongoing alignment through daily Scrums, Sprint Planning and demonstration sessions. Fully integrated Front End process digitalization has rarely been attempted within E&P companies. However, this has the potential to disrupt the Front End work process from a manual, siloed generation of deliverables to an automated and integrated techno-commercial process focused on replication, speed and accuracy, a re-focus the Front End team on Value Creation, Assurance and Risk Management initiatives.
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Donaldson, Krista M., Kosuke Ishii, and Sheri D. Sheppard. "Customer Value Chain Analysis." In ASME 2004 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2004. http://dx.doi.org/10.1115/detc2004-57783.

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Customer Value Chain Analysis (CVCA) is an original methodological tool that enables design teams in the product definition phase to comprehensively identify pertinent stakeholders, their relationships with each other, and their role in the product’s life cycle. By performing CVCA, design teams are better able to recognize diverse product requirements and their relative priority for undertaking Product Definition Assessment and downstream Design for X (DfX) tools, such as Quality Function Deployment (QFD) and Failure Modes and Effects Analysis (FMEA). This paper discusses the evolution of the CVCA in response to the need for a DfX tool which is able to delineate customer needs early in the product development process. A step-by-step guide clarifies the implementation of CVCA with an example. Further, three case studies highlight the tool’s broad utility and important features to support design decision-making, including: 1) confirmation of the product’s business model, 2) recognition of the critical stake-holders, and 3) clarification of the value proposition to be embedded in the product.
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"An Overview of the Global Open Educational Badge Movement: Opportunities and Challenges [Abstract]." In InSITE 2019: Informing Science + IT Education Conferences: Jerusalem. Informing Science Institute, 2019. http://dx.doi.org/10.28945/4242.

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Aim/Purpose: Educational stakeholders have little understanding of digital educational badg-ing. Background A current overview of the developing educational badging ecosystem, key terminology, advantages, challenges, and examples of badge utilization. Methodology: Illustrative case study Contribution: Creates a record of the developing digital badge industry providing insights to educational stakeholders. Findings: Highly dynamic industry, developing unique terminology, may improve access to higher education, reduce credential fraud, decrease concerns about vague transcripts, and support customized learning. The challenges include a crowded market with many providers, establishing standards, and determining the value proposition of the credential. Recommendations for Practitioners: Before engaging in a long-term badging strategy, understand the badging system as well as the advantages and challenges of this innovation. Recommendations for Researchers: Consider the profound shift offered by the badging system and the relationship that digital educational badges have on grounded theory related to credentials such as human capital development theory, signaling theory, and credentialism theory. Impact on Society: Digital badging marks a paradigm shift in how we think about formal human development; from one that is institution-centric and bounded to one that is learner-centric and unbounded. Future Research: As a new innovation, there is a wide range of needed research. Most current research involves motivational impacts on K-12 learners. Based on this investigation, research regarding impact on access, pedagogy, security, credential information granularity, case studies about choosing a badging platform, value proposition, and the development of standards is needed.
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Parker, Robert T., Jeb Baugh, and Ashley Fuller. "Leveraging Mobile Technology to Facilitate Collaboration Between Shipyards and the Navy Customer for Improved Delivery Cycle Time." In SNAME Maritime Convention. SNAME, 2013. http://dx.doi.org/10.5957/smc-2013-p31.

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Today’s Navy ships are some of the most complex vessels being manufactured. As such, there are a multitude of stakeholders and requirements that must be satisfied through all phases of construction. Manufacturing issues invariably arise and must be tracked from initial documenting through to resolution. Given the number and types of stakeholders involved in the manufacturing process, this can lead to information silos with multiple groups having differing views into each other’s data (if they have a view at all). While the shipyards have their internal quality (lien) management systems, the Navy system of record for outstanding issues is the Technical Support Maintenance (TSM) system. Lacking an efficient interface between TSM and the shipbuilders organic lien management systems and a mobile component that can be taken to the ship , the TSM system is cumbersome and is yet another source of siloed information. Additionally, once a manufacturing issue has reached the TSM system there can be a significant dollar value attached to resolution. Resolving issues once they have reached the Navy’s system of record can extend production schedules to the right and significantly impact total construction cost and delivery of the product and the value proposition of a program.
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