The Need for Synergy and Value Creation in Contemporary Vector Research and Control

2010 ◽  
pp. 63-79
Author(s):  
Bart G.J. Knols ◽  
Ingeborg van Schayk
Keyword(s):  
Value Creation ◽  
And Control

Complexity and Control

2018 ◽  
pp. 79-96
Keyword(s):  
Value Creation ◽  
Economic Value ◽  
Management Model ◽  
Clear Understanding ◽  
Complex Entity ◽  
Complexity Management ◽  
Causal Ambiguity ◽  
Complex Settings ◽  
And Control ◽  
Value Measurement

Measuring and managing a firm's performance in complex settings are at the center of the debate in business management studies in recent years. The causal ambiguity condition that affects the dynamics of value creation makes it difficult to achieve a clear understanding of the mechanisms underpinning economic value. Thus, a conceptualization of the firm as a complex entity and a complexity management model are proposed, with the aim to contribute towards improving the disentanglement of the messy nature of the process of economic value creation. Finally, building on the assumption that financial and quantitative measures should always be the end goal of the process of the firm's economic value measurement, the most important models and metrics of value creation are reported.

scholarly journals Trust, Control, and Value Creation in Strategic Networks of SMEs

2020 ◽  
Vol 12 (5) ◽  
pp. 1873
Author(s):  
Fabio Antoldi ◽  
Daniele Cerrato
Keyword(s):  
Process Control ◽  
Social Control ◽  
Value Creation ◽  
Substitution Effect ◽  
Control Mechanisms ◽  
Output Process ◽  
Output Control ◽  
Strategic Networks ◽  
And Control

This paper investigates the role of trust and control in networks of small and medium-sized enterprises (SMEs), with a focus on both their direct and interaction effects on value creation. To delve into the interplay between trust and control, we unpack control mechanisms into three different forms: output, process, and social control. Our hypotheses are tested on a sample of 58 Italian SME networks based on formal agreements. Results show that the competitiveness and sustainability of inter-firm networks require trust-based relationships among entrepreneurs. Additionally, the adoption of output control mechanisms reinforces the positive link between trust and value creation, whereas a substitution effect exists between trust and process control and, with limited significance, between trust and social control.

Implementation and the Process of Ongoing Improvement (DRAFT)

2018 ◽  
Author(s):  
Boaz Ronen ◽  
Joseph S Pliskin ◽  
Shimeon Pass
Keyword(s):  
Knowledge Transfer ◽  
Change Management ◽  
Value Creation ◽  
Management Process ◽  
Monitoring And Control ◽  
Implementation Plan ◽  
Complex Organizations ◽  
Functional Diagnosis ◽  
Traffic Lights ◽  
And Control

Whereas the concepts and tools described in this book are intuitive, simple, and easy to understand, their implementation and the process of ongoing improvement are not trivial and require a great deal of management attention. The chapter describes the change-management process. It starts with a full business/functional diagnosis of the organization and goes through an implementation plan draft, training and knowledge transfer, and establishing value enhancement teams. Then, the organization should establish tools for monitoring and control and ensure sustainability through a process of ongoing improvement. The chapter also presents the 3–1–1 model for implementing changes in hospitals. As hospitals are highly complex organizations with multitudes of entities with many interactions among them, the 3–1–1 model guides managers where to focus their efforts. The process of ongoing improvement can use the “traffic lights” system for sustainability and continuous value creation.

scholarly journals On investment performance, value creation, management and corporate governance: The French case

2004 ◽  
Vol 1 (4) ◽  
pp. 72-80 ◽  
Author(s):  
Mondher Bellalah
Keyword(s):  
Corporate Governance ◽  
Value Creation ◽  
Conflict Of Interest ◽  
Minority Shareholders ◽  
Investment Performance ◽  
Controlling Shareholders ◽  
Governance Systems ◽  
French Case ◽  
Block Holders ◽  
And Control

This paper studies corporate governance, investment, value creation and their effects on corporate performance in some European countries and in particular in France. It accounts for specific aspects of investment performance, governance, management and entrepreneurship. Corporate governance systems can be identified by the degree of ownership and control and the identity of controlling shareholders. In outsider systems characterized by wide dispersed ownership as in the U.S and UK, the main specificity is the conflict of interest between strong managers and widely-dispersed weak shareholders. In insider systems characterized by concentrated ownership or control as in Germany and Japan, the main specificity is the conflict of interest between controlling shareholders (or block holders) and weak minority shareholders. There are several models of corporate governance since each country has developed a variety of mechanisms to overcome agency problems arising from the separation of ownership and control. Some results are reported using a data base conceived by IPAG students.

scholarly journals Role of Relational intent in B2B channel relations for their exchange valuations

2021 ◽  
Author(s):  
ANINDYA CHAKLADAR
Keyword(s):  
Value Creation ◽  
Resource Sharing ◽  
Distribution Channel ◽  
Creation Process ◽  
Relational Values ◽  
Power And Control ◽  
Fresh Perspective ◽  
And Control ◽  
Value Creation Process

A fresh perspective on value creation process in B2B relations is proposed based on relational intent. The study includes value creation literature and points to relational drivers towards creating relational values and proposes selective antecedents that can decide the intent of a relationship whic decides the value. A conceptual model is built and tested from data taken from Indian steel distribution channel and inferences are drawn. The study points to decrease in effect of power and control in channel and strengthens the resource sharing theories for relational perspectives.

scholarly journals Reinventing the Retailer: Retaining Relevance and Customer Access

2019 ◽  
Vol 11 (1) ◽  
pp. 10-17 ◽  
Author(s):  
Werner Reinartz
Keyword(s):  
Value Creation ◽  
Business Models ◽  
Daily Life ◽  
Home Delivery ◽  
Retail Sector ◽  
Dynamic Field ◽  
New Business ◽  
Positive Experiences ◽  
And Control ◽  
New Business Models

AbstractThe retail sector is evolving from a structurally rather rigid and somewhat un-emotional mainstay in the economy to a most dynamic field where old business models cease to exist, and new business models and players are bustling. As more and more customers prefer the convenience of internet-based shopping and direct-to-home delivery, many traditional retailers are forced to break fresh ground.Today, retailers must achieve relevance and meaning in the daily life of consumers and develop significance beyond the interaction in the store. They have to be easily accessible both physically and digitally. Retailers still need to fulfill the classic retail functions but on top they need to develop digitally-enabled value creation sources. How well they succeed in implementing automation, individualization, life-embeddedness, interaction as well as transparency and control will determine whether they will persist in the new retailing environment. Only those retailers will survive who are able to translate the new value adds into meaningful and positive experiences that last beyond the purchase itself.

Sign in / Sign up

Export Citation Format

Share Document