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Journal articles on the topic 'Value creation'

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Published: 4 June 2021
Last updated: 18 May 2024

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1

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

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2

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

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Business now almost universally accepts that the primary management task is value creation. The impact of leaders’, directors' and executives' personal values in the value creation process has been largely ignored in the literature. This paper seeks to redress the current situation by proposing that the needs and values of leaders and executives drive the vision, goals and strategies to create shareholder value. Yet, while most directors and senior managers will be at ease with pushing the organisation farther and faster in the creation of new methods to create more shareholder value, this is creating dis-ease amongst other directors, executives and the organisations' operator who have different values. This disease potentially stymies leaders' and boards' ability to create more value for shareholders. By understanding the values dynamic and asking different questions, boards and leaders can motivate the culture to create more value. The objective of this paper is to build on previous executive values research by examining the impact of how the values of one executive value group translate into methods of creating shareholder value and proposing the linkage between leaders values and shareholder value. First, a theoretical background is provided. Next, the results of empirical research into executive values are briefly reviewed and combined with data and insights from proprietary market research to discuss how the needs and values of one executive value group impact on strategic leadership factors driving shareholder value creation methods. This is followed by proposing a conceptual framework illustrating the linkages between leaders' values and shareholder value creation with propositions. Conclusion and implications are drawn and finally limitations and areas for further research are provided.
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3

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

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4

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

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5

Yoo, Myongjee, and Billy Bai. "Value Creation." Journal of Quality Assurance in Hospitality & Tourism 8, no. 2 (November 28, 2007): 45–65. http://dx.doi.org/10.1300/j162v08n02_03.

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6

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

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7

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

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Purpose This paper aims to examine how a firm’s capability affects its political networking in emerging economies and how the institutional environment influences the relationship between a firm’s capability and its political networking. Design/methodology/approach The authors test the theoretical model by analyzing a database from a World Bank survey in China. Findings The results show a nonlinear (U-shaped) relationship between a firm’s capability and its efforts in political networking. The relationship between a firm’s capability and political networking is contingent on the institutional environment, as reflected in institutional development and industry regulation. Originality/value This study elucidates political networking in emerging economies and contributes to research on corporate political strategy.
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8

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

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9

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

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10

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

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11

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

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12

Kim, Jeumnam, and Yeojin Lim. "The Implications of Corporate Philosophy and Shared Value for SOCIAL VALUE Creation." J-Institute 5, no. 2 (September 30, 2020): 13–22. http://dx.doi.org/10.22471/value.2020.5.2.13.

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13

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

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14

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

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15

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

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Global agricultural markets reflect the increasing complexity of modern consumer demand for food safety and quality. This demand has triggered changes throughout the food industry, and led to greater opportunities for product differentiation and the potential to add value to raw commodities. Greater differentiation and value adding over time has in turn dramatically changed the price spread or marketing bill between the farm value of products and the retail value. Thus a significantly greater percentage of the final price paid by consumers is now garnered down chain rather than up chain over the last 20 years. This apparent shifting of value creation or addition, as measured by the marketing margin, has invigorated empirical questions as to where, and how much value, is created along the agri-food value chain. First we define value creation/adding, and then we estimate the economic value added for 454 firms. We validate our findings by creating and employing three additional value creation measures – the modified economic value added, the creation or destruction of value, and the persistence of value creation. Finally we estimate value creation at each node of the value chain, measure the relative differences among firms and nodes, and estimate a model measuring the drivers of value adding.
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16

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

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17

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

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18

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

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19

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

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20

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

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Abstract Background: Research has revealed an inadequate understanding of the owners’ and users’ strategic objectives and a lack of methodology for translating these objectives into functional buildings. Fulfilment of owners’ and users’ objectives is fundamental in creating value through a project. Management and design processes can be decisive in achieving the desired objectives. Hence, knowledge about what creates value applied into a management framework will enable higher value creation. Objectives: Providing a framework to enhance value creation in projects by addressing: i) what means and principles should be considered in the front end of a project to secure value creation?; and ii) how can these principles be structured in a framework to maximize the project’s value creation? Methods/Approach: A literature study, two questionnaires, a focus group workshop, 8 interviews, and two case studies. Results: Fulfilment and alignment of users’ needs and owners’ strategies combined with innovative thinking is required for value creation. Challenges and obstacles for value creation are identified, and a framework is suggested. Conclusions: The framework suggests principles that contribute to value creation in each phase of a project. Implementing this methodology will help decision makers towards a better understanding of the objectives and translating them to functional solutions.
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21

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

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22

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

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23

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

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24

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

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25

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

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26

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

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27

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

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28

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

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29

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

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30

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

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Purpose – The purpose of this paper is to provide an analysis of the ontological and semantic foundations of consumer-dominant value creation to clarify the extent to which the call for a distinct consumer-dominant logic (CDL) is justified. This paper discusses consumer-driven value creation (value-in-use) across three different marketing logics: product-dominant logic (PDL), service-dominant logic (SDL) and CDL. PDL conceptualises value as created by firms and delivered to consumers through products. SDL frames consumer value as a function of direct provider-consumer interaction, or consumer-driven chains of action indirectly facilitated by the provider. Recently, the research focus has been turning to consumer-dominant value creation. While there is agreement on the significance of this phenomenon, there is disagreement over whether consumer-dominant value creation is an extension of SDL or calls for a distinct CDL. Design/methodology/approach – This is a conceptual paper, which is informed by five cases of consumer dominance. The cases are used to clarify rather than verify the analysis of the ontological and semantic underpinnings of consumer-dominant value creation. Findings – The ontological and semantic analysis demonstrates that PDL and SDL have insufficient explanatory power to accommodate substantial aspects of consumer-dominant value creation. By implication, this supports the call for a distinct CDL. Originality/value – This paper contributes to the ongoing theoretical debate over the explanatory power of SDL by demonstrating that SDL is unable to accommodate important ontological and semantic aspects of consumer-driven value creation.
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31

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

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32

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

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33

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

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34

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

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35

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

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36

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

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37

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

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38

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

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39

Greenstein, Shane. "Digitization and Value Creation." IEEE Micro 30, no. 4 (July 2010): 4–5. http://dx.doi.org/10.1109/mm.2010.64.

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40

Unoura, Hiroo. "Value Creation by Collaboration." NTT Technical Review 13, no. 4 (April 2015): 1–8. http://dx.doi.org/10.53829/ntr201504fa1.

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41

Shollo, Arisa, Konstantin Hopf, Tiemo Thiess, and Oliver Müller. "Shifting ML value creation mechanisms: A process model of ML value creation." Journal of Strategic Information Systems 31, no. 3 (September 2022): 101734. http://dx.doi.org/10.1016/j.jsis.2022.101734.

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42

Faiteh, Anouar, and Mohammed Rachid Aasri. "Economic value added: The best indicator for measuring value creation or just an illusion?" Investment Management and Financial Innovations 20, no. 1 (February 14, 2023): 138–50. http://dx.doi.org/10.21511/imfi.20(1).2023.13.

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Value creation has become a very important concept in finance. To this end, value creation metrics, like market value added and economic value added have raised the question of their superiority and ability to reflect the true value of organizations, as opposed to the classic accounting indicators like ROE, ROA and EPS. Nevertheless, EVA can only be calculated for listed companies, which makes it difficult to use this indicator to measure value creation for non-listed companies. In this way, some alternatives have been used such as the accounting beta to calculate the return on equity and subsequently the determination of the EVA. Within this framework, the central point of this research is to empirically verify the idea that the normal EVA and EVA calculated using accounting beta are the better measure than traditional indicators to explain MVA. A panel of 32 companies traded on the Casablanca Stock Exchange over the period 2015–2019 was selected for this study. The regression method on panel data was used. The results show that normal EVA is a superior metric than the classical indicators to explain MVA. In addition, the EVA calculated from the accounting beta could be used as a measure adapted to the case of unlisted companies to measure value creation.
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43

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

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44

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

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45

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

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46

Boukouyen, Fatiha, and Gautam Mahajan. "Raising Awareness on Value Creation Through Movements: Zooming In on Creating Value Alliance." Journal of Creating Value 7, no. 2 (October 20, 2021): 272–81. http://dx.doi.org/10.1177/23949643211046477.

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47

Mahajan, Gautam. "Critically Exploring Value Destruction to Create More Value." Journal of Creating Value 5, no. 1 (May 2019): 3–10. http://dx.doi.org/10.1177/2394964319841944.

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The purpose of this article is fourfold. The first is to get practitioners and academics understand the value of a value destruction focus. How can it improve value creation? This is a brand new area that has not hitherto received much attention. The second is to get practitioners to use this thinking more actively in building their strategy, operational thinking, compliance thought process and regulatory and political (environmental and external) thinking. The third is to open up a new area of research for academics who work on various subjects where value creation is a goal or is important. Perhaps they can analyse past failures and come up with recipes for greater value creation and a process for analysis before committing to a path of action or they can find better processes for looking at, designing, developing or monitoring strategy, new products and services, new technologies and new operational thinking. What new tools can be developed to analyse or mitigate value destruction or simply foresee these? This should also open a debate and papers in Journal of Creating Value and perhaps lead to a special issue. What techniques can be used to change managerial mind-sets. Finally and fourth, the aim is to get away from reactive and ‘after-the-fact’ analysis to proactive value creation and reduce value destruction and learn from value destruction potential.
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48

Rindova, Violina P., and Luis L. Martins. "From Values to Value: Value Rationality and the Creation of Great Strategies." Strategy Science 3, no. 1 (March 2018): 323–34. http://dx.doi.org/10.1287/stsc.2017.0038.

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49

Bilge, Pinar, Fazleena Badurdeen, Günther Seliger, and I. S. Jawahir. "Conceptual modelling of interactions among value creation factors for improved sustainable value creation." International Journal of Strategic Engineering Asset Management 2, no. 3 (2015): 287. http://dx.doi.org/10.1504/ijseam.2015.072123.

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50

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

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