Sustainable value creation in SMEs: a case study

2013 ◽  
Vol 25 (1) ◽  
pp. 44-61 ◽  
Author(s):  
Maria Vincenza Ciasullo ◽  
Orlando Troisi
Keyword(s):  
Value Creation ◽  
Corporate Strategy ◽  
Single Case ◽  
Value Systems ◽  
Medium Size ◽  
Process Data ◽  
Content Type ◽  
Management Procedures ◽  
Sustainable Value

PurposeThe purpose of this paper is to study how a small to medium‐size enterprise (SME) in Campania (Italy) integrated sustainability into its corporate strategy, and how its sustainable corporate strategies reflect on intangible assets.Design/methodology/approachThe paper, an exploratory study based on grounded theory, analyzes are interviews with the entrepreneurial team and top and middle management. Findings are integrated with documentary analysis, internal process data and archival material.FindingsEthics and value systems play a significant role in devising sustainable corporate strategy. Competitive strategies, innovation, quality and responsibility are reflected in management procedures and the supply network system involving partners in sustainable innovation processes.Research limitations/implicationsA single case study obviously limits the generalizing of the findings.Practical implicationsEntrepreneurs and managers can benefit from the study to build a relational network for sustainable development.Originality/valueThe process of sustainable value creation, sharing and the co‐creation of knowledge emerges fully in the case study analyzed. The study pivots on issues of innovation and eco‐sustainability as drivers for corporate sustainability and business ethics.

Design thinking: breaking fixation for new relationships between organizations

2017 ◽  
Vol 38 (6) ◽  
pp. 20-30 ◽  
Author(s):  
Mark Lewis ◽  
Scott Hayward ◽  
Rob Hornyak
Keyword(s):  
Value Creation ◽  
Design Thinking ◽  
Single Case ◽  
Interorganizational Relationships ◽  
Real Life ◽  
Human Cognition ◽  
Social Implications ◽  
Brick Wall ◽  
Content Type

Purpose The purpose of this paper is to show how design thinking can be a useful approach for helping interorganizational partnerships create higher levels of value creation for both parties. By integrating concepts related to human cognition, contracts and performance, the authors show how interorganizational relationships often hit a brick wall. The authors show how they can break through such obstacles in a systematic way using design thinking. Design/methodology/approach The authors anchor their conceptual and prescriptive advice in a real-life case study between a large logistics company and a global technology firm. The case study was conducted over a multiyear period with many sources of data collected: interview data, observational, participant observation, archival presentations, etc. Findings The authors show the factors that lead to rigidity in interorganizational relationships over time, and the cycle of confirmation and exploitation that truly squeezes the life out of relationships if firms are not careful. They offer a prescriptive approach for addressing this issue that should be valuable for many firms across the globe. Research limitations/implications The study is based on a single-case study, so generalizability is always an issue. However, we think that most practicing managers who have been involved (in any way) with managing an interorganizational relationship will attest to the fact that they often experience the patterns that the authors illuminate in their study. Practical implications By applying the design thinking methodology within the context of interorganizational relationships, managers will help their firms break fixation and enter entirely new plateaus of value creation for both firms. Social implications The world of work occurs through partnerships and relationships, companies rarely “go it alone”. Thus, developing the capacities in managers to continuously assess relationship efficacy, break from inertia and discover new ways of creating value will lead to positive social implications. Additionally, the design thinking methodology is based on developing empathy for others, and the authors would argue that such capabilities are sorely needed in this world. Originality/value There is a lot of work on interorganizational partnerships, but an absence of help for practicing managers on how to make such relationships great. Grounded in a real-life case study, this paper provides practical contributions to those currently managing such relationships.

Understanding the role of the broker in business non-profit collaboration

2015 ◽  
Vol 11 (2) ◽  
pp. 201-220 ◽  
Author(s):  
Louise Lee
Keyword(s):  
Value Creation ◽  
Qualitative Methodology ◽  
Single Case ◽  
Business Community ◽  
Future Research ◽  
Content Type ◽  
Non Profit ◽  
Employee Volunteering

Purpose – This paper aims to investigate the contribution of brokers to business non-profit collaborations, in the context of employee volunteering. It investigates the roles brokers play and ways they contribute to value creation within social alliances. Design/methodology/approach – This research focusses on a case study of a UK employee volunteering broker programme run by a local volunteer centre. A combined qualitative methodology involved document analysis and interviews, with brokers and business, community and government partners involved in employee volunteering collaborations. Findings – Brokers play three key roles in business non-profit collaboration as connectors, facilitators/co-designers and learning catalysts. These roles help stimulate manifestations of associational value, transferred resource value, interaction value and synergistic value. Research limitations/implications – Results indicate brokers play an important part in nurturing conditions underpinning innovation and value co-creation, key characteristics of transformational forms of business non-profit collaboration. This study was based on a single case study. Future research could explore broker contributions within a variety of business non-profit settings. Practical implications – For managers implementing business non-profit collaborations, this paper provides a framework depicting key broker roles and ways brokers enable collaborative value that may be useful when assessing whether to use the services of a broker. Originality/value – This paper enriches the understanding of business non-profit collaboration and the role of individual actors in affecting value creation, an under-researched area in the social alliance literature. It provides a framework for assessing broker contributions in business non-profit collaborations.

How non-executive strategy professionals in multi-business firms strategize

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pontus Wadström
Keyword(s):  
Design Methodology ◽  
Corporate Strategy ◽  
Single Case ◽  
Future Research ◽  
Strategy Formulation ◽  
Content Type ◽  
Case Study Design ◽  
Field Notes ◽  
Practical Implications

PurposeThis paper expands theory on strategists by investigating how non-executive strategy professionals in multi-business firms strategize. In focus is the strategizing of two groups of non-executive strategy professionals: a corporate strategy team and eleven business strategists employed in each of the incorporated units.Design/methodology/approachA case study design was employed to explore privileged accessed data to gain first-hand in-depth qualities of strategists' work. The design was characterized by phenomenon driven immersed participatory insider research with retrospective reflection and theorizing. Data includes strategies, interview data, calendars, meeting minutes, workshop material and observational field notes.FindingsNon-executive strategy professionals in multi-business firms are either employed at the corporate center or in the peripheral businesses. Based on this location and their individual experiences they assume an exclusive content or an inclusive process strategizing orientation. In practice, the groups strategize tightly together.Research limitations/implicationsCase studies are useful in explorative research providing thick descriptions. While empirically rich, the results of this study are limited by the context of one single case. Future research is encouraged to confirm, contradict and refine the results presented.Practical implicationsThe insights from this study can help organizations regarding how to employ strategy professionals in multi-business firms.Originality/valueThis paper contributes to a recognized need to explore strategists' work. In contrary to the majority of existing research, focusing on senior management and/or strategy formulation, this paper highlighted non-executive strategy professionals' strategizing.

Um olhar para as práticas sustentáveis em uma construtora de Fortaleza/CE à luz do modelo de criação de valor sustentável de Hart e Milstein

Revista Foco ◽  
2018 ◽  
Vol 11 (3) ◽  
pp. 72
Author(s):  
Andriele Pinto Amorim ◽  
Milena Cirino Capelo ◽  
Naiderson Ferreira De Lucena ◽  
Maria Aparecida Tavares das Chagas
Keyword(s):  
Qualitative Research ◽  
Content Analysis ◽  
Value Creation ◽  
Single Case ◽  
Single Case Study ◽  
Sustainable Practices ◽  
Construction Company ◽  
Sustainable Value ◽  
Systemic View

A integração da sustentabilidade na estratégia organizacional é um desafio para as empresas no que se refere à necessidade de racionalização de investimentos. Nesse sentido, análises multidimensionais como o Modelo de Hart e Milstein justificam-se dada a possibilidade de uma visão sistêmica das práticas sustentáveis. Este estudo objetiva a análise das práticas sustentáveis de uma construtora de Fortaleza/CE por meio do modelo de criação de valor sustentável proposto pelos teóricos mencionados. Utilizou-se pesquisa qualitativa por meio de estudo de caso único, os dados foram analisados por meio da análise de conteúdo. Conclui-se que a empresa investigada tem conseguido manter investimentos equilibrados em práticas sustentáveis e que esta caminha para a sustentabilidade de seu negócio. The integration of sustainability in the organizational strategy is a challenge for companies due to the need to rationalize investments. In this sense, multidimensional analyzes such as the Hart and Milstein Model are justified given the possibility of a systemic view of sustainable practices. Thus, this study aims to analyze the sustainable practices of a Fortaleza / CE construction company through the sustainable value creation model proposed by the mentioned theorists. We used qualitative research through a single case study, the data were analyzed through content analysis. It is concluded that the investigated company has been able to maintain balanced investments in sustainable practices and that this one walks towards the sustainability of its business.

Alignment capabilities of big data’s value creation in the context of service delivery processes

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Morten Brinch ◽  
Jan Stentoft ◽  
Dag Näslund
Keyword(s):  
Big Data ◽  
Value Creation ◽  
Single Case ◽  
Organization Performance ◽  
Structured Interviews ◽  
Turbine Generator ◽  
Content Type ◽  
Wind Turbine Generator ◽  
Service Supply Chains

Purpose While big data creates business value, knowledge on how value is created remains limited and research is needed to discover big data’s value mechanism. The purpose of this paper is to explore value creation capabilities of big data through an alignment perspective. Design/methodology/approach The paper is based on a single case study of a service division of a large Danish wind turbine generator manufacturer based on 18 semi-structured interviews. Findings A strategic alignment framework comprising human, information technology, organization, performance, process and strategic practices are used as a basis to identify 15 types of alignment capabilities and their inter-dependent variables fostering the value creation of big data. The alignment framework is accompanied by seven propositions to obtain alignment of big data in service processes. Research limitations/implications The study demonstrates empirical anchoring of how alignment capabilities affect a company’s ability to create value from big data as identified in a service supply chain. Practical implications Service supply chains and big data are complex matters. Therefore, understanding how alignment affects a company’s ability to create value of big data may help the company to overcome challenges of big data. Originality/value The study demonstrates how value from big data can be created following an alignment logic. By this, both critical and complementary alignment capabilities have been identified.

Mutual value creation in component co-branding relationships

2015 ◽  
Vol 53 (8) ◽  
pp. 1883-1898 ◽  
Author(s):  
Fabio Cassia ◽  
Francesca Magno ◽  
Marta Ugolini
Keyword(s):  
Value Creation ◽  
Single Case ◽  
Press Releases ◽  
Content Type ◽  
Component Supplier ◽  
Promotional Materials ◽  
Unknown Component ◽  
Practical Implications ◽  
Willingness To Engage

Purpose – This paper explores the process of mutual value creation in a component co-branding relationship between an unknown component supplier and a well-known Original Equipment Manufacturer (OEM). In particular, the purpose of this paper is to investigate the antecedents of parties’ willingness to engage in mutual value creation, thus enriching Grönroos and Helle’s (2010, 2012) model of mutual value creation. Design/methodology/approach – An in-depth longitudinal analysis of a single case study in the cycling wear industry is presented based on data gathered from several sources, including long interviews with managers of a component supplier and an OEM, promotional materials, press releases and articles in cycling-related publications and on web portals, and online conversations among amateur cyclists. Findings – Four antecedents of the willingness to engage in mutual value creation are identified: mutual trust; the perceived easiness of alignment between the supplier’s and OEM’s processes and resources relevant to value creation; the expected creation of a substantial level of additional mutual value; and the expected value gains for each party. Research limitations/implications – The study analyses only one case in a single industry and adopts a dyadic perspective. Practical implications – This study suggests that – contrary to the traditional view – when specific antecedents for mutual value creation are present, the component co-branding strategy is available to many innovative small- and medium-sized firms without strong brands. Originality/value – Beyond enriching Grönroos and Helle’s (2010, 2012) model, this study explains why co-branding relationships can be established even in the absence of a strong component brand.

scholarly journals Implementing integrated reporting to disclose intellectual capital in health organisations: a case study

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Renata Paola Dameri ◽  
Pier Maria Ferrando
Keyword(s):  
Value Creation ◽  
Single Case ◽  
Communication Process ◽  
Healthcare Organisation ◽  
Single Case Study ◽  
Integrated Reporting ◽  
Content Type ◽  
Non Profit ◽  
Innovative Solution

PurposeThe aim of our research is to give empirical and theoretical solutions to some criticalities of the original International Integrated Reporting Framework (IIRF). Indeed, it takes as value creation only the increase of the capitals triggered by business activities, overlooking the fulfilment of the institutional mission that is the actual value creation lever.Design/methodology/approachThe present paper introduces a case study aimed at implementing the IIRF in an Italian non-profit healthcare organisation. The research is based on theory building from cases, action research and interventionist approach. IIRF was adopted because of its claimed ability to support the communication process to stakeholders and the control of value creation. However, IIRF shows several weaknesses.FindingsAn adjusted version of IIRF is suggested, highlighting the role played by IC in the organisational business model and in the value creation process. The adjusted seems able to foster awareness of the role IC in value creation in healthcare organisations.Research limitations/implicationsIn this paper no one of the singles pieces of the adjusted framework is innovative by itself, but jointly they give raise to an innovative solution, able to address the disclosing and managerial needs of the examined organisation. The single case study permits to us to test the weaknesses of the IIRF claimed in the literature, to suggest some adjustments to the original framework and to validate their effectiveness. Thanks to the single case study we then built theoretical constructs developing theory inductively; now the suggested framework can be further tested and validated in other organisations.Originality/valueThe paper introduces an innovative approach to IC reporting and disclosure in healthcare organisations. This is relevant not only for external communication but also for internal aims supporting managers in decision and actions.

Value creation in SME private equity buy-outs

2017 ◽  
Vol 9 (1) ◽  
pp. 2-33 ◽  
Author(s):  
Alexander D.F. Lahmann ◽  
Wiebke Stranz ◽  
Vivek K. Velamuri
Keyword(s):  
Value Creation ◽  
Private Equity ◽  
Single Case ◽  
Abnormal Returns ◽  
Single Case Study ◽  
Content Type ◽  
Common Value ◽  
Multiple Case ◽  
Multiple Case Studies

Purpose The purpose of this paper is to analyze specific levers of value creation in small and mid-size private equity deals. Private equity firms add value through various types of value creation measures in their portfolio firms to achieve abnormal returns. Established literature has shown that value creation measures differ across portfolio firms due to the different development stages of the firm and different buy-out types. Despite the fact that the majority of deals belongs to the small and mid-size segment, prior studies mostly analyzed large private equity buy-outs or mixed samples. Design/methodology/approach To explore value generation measures in small and mid-size buy-outs, a single case study format was applied studying the carve-out of QUNDIS from Siemens Building Technologie by CAPCELLENCE as an exceptional successfully private equity deal within this segment. Findings The analysis shows that operational and governance improvements are common value creation measures in all buy-outs. The results suggest a lower leverage for smaller private equity deals indicating that financial engineering is less important. Furthermore, in small and mid-size deals, the strategic focus is growth contrary to downsizing and refocusing in large buy-outs. Research limitations/implications Results of a single case study should be generalized cautiously, as they are perceived as less robust compared to empirical methods or multiple case studies. However, this method is appropriate for explorative studies. Originality/value The paper is original in exploring certain value creation measures applied by private equity firms in their portfolio companies in the small and mid-size segment.

A sustainable value generator in the Italian wine industry

2019 ◽  
Vol 122 (5) ◽  
pp. 1321-1340 ◽  
Author(s):  
Melchior Gromis di Trana ◽  
Fabrizio Bava ◽  
Pietro Pisoni
Keyword(s):  
Value Chain ◽  
Single Case ◽  
Economic Effect ◽  
Wine Industry ◽  
Economic Perspective ◽  
Content Type ◽  
Study Approach ◽  
Company Value ◽  
Sustainable Value

Purpose The purpose of this paper is to investigate the economic impact of a shift toward a more sustainable model in the wine industry. In particular it aims to identify the business activities which are more involved in this process under an economic perspective, as well as the strategies applied to guarantee profits. Design/methodology/approach This research is based on a single case study: Casa E. di Mirafiore e Fontanafredda. It is one of the main wine producers in Italy as well as one of the main drivers for the diffusion of a sustainable culture in the region. Findings The company value chain in the short time is negatively influenced by these changes, but at the same time they are strategic investments able to provide new opportunities for sales and cost reductions. Research limitations/implications The work uses a sole case study approach. As theoretical implications the study highlights how the “green shift” may be supported under an economic perspective. And it also shows the need to extend the evaluation over the sole company. Practical implications This research reduces an information gap concerning the economic effect produced by a sustainable conversion. It may inspire other companies to perform this evolution. Originality/value The research explores how Fontanafredda performed a conversion of its business model toward sustainability. This analysis is performed on the value chain but also over it.

Open innovation and knowledge networking in a multinational corporation

2015 ◽  
Vol 36 (1) ◽  
pp. 14-24 ◽  
Author(s):  
Dirk Schneckenberg
Keyword(s):  
Knowledge Sharing ◽  
Open Innovation ◽  
Multinational Firms ◽  
Corporate Strategy ◽  
Single Case ◽  
Knowledge Exchange ◽  
Multinational Firm ◽  
Large Firms ◽  
Content Type

Purpose – The purpose of this paper is to inquire how large multinational firms can develop and implement knowledge-sharing measures that move their corporate strategy towards the open innovation paradigm, since open innovation becomes increasingly important as source for competitive advantage. Design/methodology/approach – We review the literature on open innovation and combine it with a single case study of one multinational firm that is gradually implementing its open innovation strategy. We pay special attention to the development and usage of a collaborative IS infrastructure that is deployed to create a culture of openness and to support knowledge networking amongst the workforce. Findings – The in-depth case study demonstrates that managers have to balance a complex interplay of human and IT components to make open innovation happen. Measures taken to foster openness and knowledge exchange inside the firm include developing managerial innovation capabilities, creating communities and networks around strategic topics and leveraging the adoption of the collaborative IS infrastructure through piloting use of cases in innovation projects. Research limitations/implications – The findings of this case study remain limited to the characteristics of large firms in multinational markets. Practical implications – This article offers valuable insights for corporate strategists, IT specialists and change managers who want to open up corporate innovation. We present a range of institutional measures that help to overcome silo mentalities and knowledge-sharing barriers and establish an open innovation culture within large firms operating in multinational markets. Originality/value – Complementing previous research, this article highlights how large firms can use a combination of strategic, cultural and technological measures to bring open innovation from strategic vision to organisation-wide reality. We identify in addition factors which either inhibit or foster the implementation of knowledge sharing and open innovation practices inside large firms.

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