Benchmarking strategic resources and business performance via an open framework

2016 ◽  
Vol 65 (3) ◽  
pp. 324-350 ◽  
Author(s):  
Franco Maria Battagello ◽  
Livio Cricelli ◽  
Michele Grimaldi
Keyword(s):  
Value Creation ◽  
Business Performance ◽  
Actual Performance ◽  
Content Type ◽  
Open Framework ◽  
Strategic Resources ◽  
Viable Solution ◽  
Resource Type ◽  
Multiple Case

Purpose – The purpose of this paper is to test a way to overcome specific issues related to the assessment of the strategic capital and to propose a viable solution for its benchmarking. In order to fully appreciate this type of entity an audit on the strategic alignment of the resources involved and of the dynamics of value creation is required. This study tested a procedure to make such findings comparable with other organizations in terms of business performance. Design/methodology/approach – The 7SF is proposed as an alternative method for effective gauging and benchmarking. It is based on an open framework which embraces procedural flexibility, so that different organizations can be processed an compared. A multiple case study (ceramic industry) is provided, where performances driven by strategic resources were detected. Eventually, conducting a comparative analysis of their scores. Findings – The results unveiled some undisclosed knowledge about the value-creation mechanism and potential/actual performance gaps of each tested organization and confirmed the capability of this framework of being used as a benchmark tool. Practical implications – Performance gaps can be correctly located and directly related to the resource type that caused them, therefore promptly managed and strategy can be re-aligned accordingly. The flexibility features of the seven-step framework allowed to utilize it as an effective gauge for entities that generally can hardly be measured and compared. Originality/value – This study proposes an assessment solution which can achieve two objectives at the same time: rating the strategic capital and making such results comparable between other organizations, for a consistent benchmarking.

scholarly journals Champagne: the challenge of value co-creation through regional brands

2019 ◽  
Vol 31 (2) ◽  
pp. 203-220 ◽  
Author(s):  
Martin Kunc ◽  
David Menival ◽  
Steve Charters
Keyword(s):  
Value Creation ◽  
Shared Resources ◽  
Market Positioning ◽  
Content Type ◽  
External Resources ◽  
Strategic Resources ◽  
Special Cases ◽  
Wine Region ◽  
The Impact

PurposeThe traditional view of the process of value creation suggests that it occurs inside the firm through its activities or resources. However, there are special cases where firms create value using external shared resources, e.g. a territorial brand. The purpose of this study is to demonstrate how the combination of both internal and external resources co-create value in wine regions.Design/methodology/approachAn in-depth case study of nine firms covering different co-creation processes in Champagne, France. The selection of interviews was designed to cover the diversity of firms within the area with different market positioning. Most firms in the region have been selling champagne for more than 50 years, so they have established long-standing relationships with their markets.FindingsWhile there is only one value, Champagne, firms create many different values based on owners’ perceptions with diverse effects on the process of value co-creation in the territorial brand. Some firms have strategies which could deteriorate the value of shared resource. This threat needs institutional changes with unknown consequences on the territorial brand.Research limitations/implicationsThe research only involved one case study with a highly developed territorial brand system. There are multiple wine regions that have considered managing either implicitly or explicitly their shared strategic resources (e.g. a territorial brand). Consequently, the findings may not be applicable to all wine regions but it can provide a “gold standard” for regions and wineries that do not realize the impact that their value creation actions can have on the wine region.Practical implicationsCollective management of shared strategic resources, such as a territorial brand, can be a powerful action to sustain competitive advantage rather than individual actions to develop individual brands. However, it can work only with an institutional organization managing the collective process.Originality/valueThe paper offers lessons from a comprehensive and well-known case study where resource bundles co-create value with a territorial brand.

The value space: how firms facilitate value creation

2016 ◽  
Vol 22 (4) ◽  
pp. 736-762 ◽  
Author(s):  
Martti Lindman ◽  
Kyösti Pennanen ◽  
Jens Rothenstein ◽  
Barbara Scozzi ◽  
Zsuzsanna Vincze
Keyword(s):  
Value Creation ◽  
Process Management ◽  
Content Type ◽  
Creation Process ◽  
A Value ◽  
Multiple Case ◽  
Different Dimensions ◽  
Value Creation Process

Purpose – The purpose of this paper is to investigate the firm’s role in the value creation process. In particular, after categorizing the activities that firms carry out to facilitate the creation of value, the “value space,” an actionable framework within which different dimensions of value creation are integrated, is developed and discussed. Design/methodology/approach – The framework is built up on process theory, an in-depth review of the literature and a multiple case study carried out on 65 European firms in the furniture industry. Findings – The value space is both a practical and theoretically based framework which contributes to the development of a more holistic and “actionable” view on the role of firm in the value creation process; also it provides managers with a tool to support the analysis, management and innovation of the value creation process. Originality/value – The systematic categorization of firms’ activities and their subsequent integration into a value creation framework are a missing piece in terms of understanding the value creation process carried out by firms. Also, by facilitating the analysis and innovation of the value creation process, the framework can be used to support both exploitative and explorative business process management.

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.

Impact of additive manufacturing on business competitiveness: a multiple case study

2017 ◽  
Vol 28 (1) ◽  
pp. 56-74 ◽  
Author(s):  
Mojtaba Khorram Niaki ◽  
Fabio Nonino
Keyword(s):  
Additive Manufacturing ◽  
Business Performance ◽  
Business Strategies ◽  
Structured Interviews ◽  
Content Type ◽  
Documentary Analysis ◽  
Multiple Case ◽  
And Performance ◽  
Business Competitiveness

Purpose The purpose of this paper is to identify the impacts of additive manufacturing (AM) in manufacturing, business strategies and business performance and to determine the contingent factors driving performance. Accordingly, this study also clarifies the relationship between these impacts and company and product characteristics. Design/methodology/approach The authors conducted an exploratory study using multiple case research methodology, sampling 16 heterogeneous companies based on the theoretical replication approach. The potential impacts of AM were identified by reviewing the previous literature. For the driving factors, the paper follows the literature on AM, as well as the theories arisen from technology management literature. The qualitative information was collected by means of semi-structured interviews and documentary analysis to measure the effectiveness of AM in these aspects. Findings The paper derives and provides empirical insights regarding how this technology affects the industry. This study reveals how the implementation of AM in the Rapid Manufacturing (RM) of products made of metal has boosted productivity. These findings also demonstrate an increasing competitiveness of the early adopter SMEs using RM. Research limitations/implications This empirical research has been conducted by means of qualitative data. Therefore, researchers are encouraged to test the propositions by quantitative measures. Practical implications The paper provides insights for the adaption of AM and its impacts on business strategies and performance. Originality/value This paper contributes to expanding the literature by depicting explicit links between the implementation of this revolutionary technology and business strategies and performance.

Corporate acceleration process: a systems psychodynamics perspective

2020 ◽  
Vol 33 (6) ◽  
pp. 1163-1180
Author(s):  
Piotr Wójcik ◽  
Krzysztof Obłój ◽  
Aleksandra Wąsowska ◽  
Szymon Wierciński
Keyword(s):  
Open Innovation ◽  
Negative Emotions ◽  
Acceleration Process ◽  
Content Type ◽  
Team Members ◽  
Third Phase ◽  
Multiple Case ◽  
Social Defenses ◽  
Practical Implications

PurposeThe purpose of this paper is to explore the emotional dynamics of the corporate acceleration process, using the systems psychodynamics perspective.Design/methodology/approachThe study applies inductive multiple case study of embedded 10 cases of corporate acceleration, covering both incumbent and startup perspectives, occurring in the context of a corporate accelerator.FindingsWe find that (1) the process of corporate acceleration involves three phases, each of them is dominated by a different emotional state (hope, anxiety and acceptance), triggering different behavioral responses; (2) as a means to deal with negative emotions, entrepreneurs and corporate acceleration program's team members develop different mechanisms of dealing with contradictories in subsequent acceleration phases (defense and copying mechanisms), which are reflected in their behaviors. Coping mechanisms with goal reformulation (i.e. refocus from the officially declared “open innovation” goals toward mainly symbolic ones) is an effective strategy to manage negative emotions in third phase of the acceleration.Research limitations/implicationsOur sample is limited to two relatively similar accelerators established by telecom companies, and therefore, our theoretical and practical conclusions cannot be generalized.Practical implicationsWe supplement the studies of corporate accelerators that imply how to design them better and improve decision-making rules with recommendation that in order to improve their effectiveness in terms of learning and innovations, their managers need not only to learn how to manage structural and procedural differences but also how to overcome social defenses triggered by corporate–startups cooperation.Originality/valueBy documenting a multidimensional impact of acceleration process, and especially shedding light on psychodynamic aspects behind such liaisons, this paper contributes to richer understanding of corporate–startup relationships, typically examined through a rationalistic lens of strategy literature. The study contributes to interorganizational research and open innovation literature, by showing that corporate acceleration process is marked by phases based on the type of emotions intertwined with the nature and dynamism of its life cycle. It indicates how these emotions are managed depending on their type.

Executives’ Decision Processes at the Front End of Major Projects: The Role of Context and Experience in Value Creation

2020 ◽  
pp. 875697282097722
Author(s):  
Denise Chenger ◽  
Jaana Woiceshyn
Keyword(s):  
Value Creation ◽  
Oil And Gas ◽  
Decision Processes ◽  
Strategic Decision ◽  
Decision Context ◽  
Front End ◽  
Risk Approach ◽  
Multiple Case

The front end of projects is strategically important; yet, how project concepts are identified, evaluated, and selected at the pre-project stage is poorly understood. This article reports on an inductive multiple-case study of how executives made such decisions in major upstream oil and gas projects. The findings show that in such a high-risk context, often an experienced executive makes these decisions alone and he creates value by facilitating growth. We identified three value-creating decision processes that varied by the executives’ risk approach and decision context. These processes depart from the formal project management prescriptions and the strategic decision-making literature.

Territorial capital as a company intangible

2016 ◽  
Vol 17 (1) ◽  
pp. 148-167 ◽  
Author(s):  
Mariachiara Barzotto ◽  
Giancarlo Corò ◽  
Mario Volpe
Keyword(s):  
Great Difficulty ◽  
Future Research ◽  
Manufacturing Companies ◽  
Policy Makers ◽  
Content Type ◽  
Capital Growth ◽  
Multiple Case ◽  
Definition Of ◽  
A Company

Purpose – The purpose of this paper is twofold. First, to explore to what extent being located in a territory is value-relevant for a company. Second, to understand if a company is aware of, and how it can sustain, the territorial tangible and intangible assets present in the economic area in which it is located. Design/methodology/approach – The study presents an empirical multiple case-study, investigating ten mid-/large-sized Italian companies in manufacturing sectors. Findings – The results indicate that the sampled manufacturing companies are intertwined with the environment in which they are embedded, both in their home country and in host ones. The domestic territorial capital has provided, and still provides, enterprises with workers endowed with the necessary technical skills that they can have great difficulty in finding in other places. In turn, companies support territorial capital generation through their activities. Research limitations/implications – To increase the generalisability of the results, future research should expand the sample and examine firms based in different countries and sectors. Practical implications – Implications for policy makers: developing effective initiatives to support and guide a sustainable territorial capital growth. Implications for managers and investors: improving managerial and investors’ decisions by disclosing a complete picture of the enterprise, also outside the firm boundaries. Originality/value – The study contributes to intangibles/intellectual capital literature by shedding light on the importance of including territorial capital in a company’s report to improve the definition of the firm’s value. Accounting of the territorial capital would increase the awareness of the socio-economic environment value in which companies are located and its use.

Value co-creation in the B2B context: a diagnosis of knowledge management based on multiple case studies

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Andrei Bonamigo ◽  
Camila Guimarães Frech ◽  
Ana Carolina Custódio Lopes
Keyword(s):  
Empirical Studies ◽  
Structured Interviews ◽  
Content Type ◽  
Knowledge Based ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
Knowledge Asymmetry ◽  
Business To Business ◽  
Practical Implications

Purpose This study aims to empirically investigate how organizations delivering services in business-to-business relations deal with the boundary paradox and knowledge asymmetry in value co-creation. Design/methodology/approach This study adopted a qualitative multiple case study strategy. Datas were gathered through 13 semi-structured interviews that were then analyzed through the content analysis. Findings The authors identified three mechanisms that organizations use to deal with the boundary paradox and two strategies to handle the knowledge asymmetry. Research limitations/implications First, no opportunities were afforded to involve more participants. Second, owning to confidentiality reasons, not all organizations provided us documents to be analyzed. Practical implications The findings guide managers in balancing the use of contracts and trust in inter-firm collaborations and fostering the learning of customers. Also, insights to protect knowledge based on the paradox of openness in value co-creation. Originality/value This study’s findings address the gap in value co-creation literature concerning the lack of empirical studies.

Knowledge acquisition via internet-enabled platforms

2019 ◽  
Vol 36 (1) ◽  
pp. 74-107 ◽  
Author(s):  
Charmaine Glavas ◽  
Shane Mathews ◽  
Rebekah Russell-Bennett
Keyword(s):  
Knowledge Acquisition ◽  
International Business ◽  
Evidence Base ◽  
Business Environment ◽  
Case Study Methodology ◽  
Content Type ◽  
Multiple Case ◽  
Study Methodology ◽  
Flow Of Information

Purpose Technology has profoundly transformed the international business environment, particularly regarding the flow of information and the way in which knowledge is acquired and shared. Yet, the extent of this transformation is still underappreciated. The purpose of this paper is to examine how small and medium-sized enterprise (SME) owner/founders acquire and utilize knowledge for internationalization via internet-enabled platforms. Design/methodology/approach The empirical analysis draws on multiple case study methodology to examine 13 Australian SME owner/founders and the knowledge they acquire from utilization of internet-enabled platforms. Findings The analysis reveals four differing types of internet-enabled experiences: “technical internet-enabled experiences,” “operational internet-enabled experiences,” “functional internet-enabled experiences,” and “immersive internet-enabled experiences.” The findings indicate that internet-enabled experiences can generate both explicit and tacit forms of knowledge for the pre, early and later phases of internationalization. Practical implications The findings provide a structured approach by allowing SMEs to “plot” themselves against the classification of internet-enabled experiences to denote their level of technological involvement, and for discerning the types of knowledge that can be acquired. The findings are particularly helpful for owner/founders, highlighting that internet-enabled platforms are affecting the ways in which knowledge can be acquired and applied to international businesses processes. Originality/value The findings extend the conventional notion of knowledge acquisition for international business by highlighting how information and knowledge can be acquired via internet-enabled platforms. The findings lay the necessary groundwork for building an evidence base and theoretically extending the concept of knowledge acquisition via internet-enabled platforms.

scholarly journals Coordination mechanisms in the store opening process

2014 ◽  
Vol 42 (6) ◽  
pp. 482-499 ◽  
Author(s):  
Erik Sandberg
Keyword(s):  
Coordination Mechanisms ◽  
Content Type ◽  
Organic Growth ◽  
Effective Manner ◽  
Different Types ◽  
Multiple Case ◽  
Research Questions ◽  
A Company ◽  
Opening Process

Purpose – For many retailers organic growth through the opening of new stores is a crucial cornerstone of the business model. The purpose of this paper is to explore the store opening process conducted by retail companies. The research questions cover: first, the role and organisation of the establishment function in charge of the process; second, the activities and functions involved in the process; and third, the coordination mechanisms applied during the process. Design/methodology/approach – This research considers the store opening process as a company-wide project, managed by an establishment function, in which internal functions as well as external suppliers need to be coordinated. A multiple case study of eight retail companies is presented, focusing on the organisation of the establishment function, a mapping of the store opening process and the application of coordination mechanisms. Findings – The role and organisation of the establishment function is described and the store opening process is summarised into 11 main activities to be conducted by either the establishment function or other involved functions. During the store opening process six different coordination mechanisms are utilised, including mutual adjustments and direct supervision, as well as different types of standardisation. Originality/value – This research seeks to improve our understanding for the store opening process and how it can be managed and controlled in an effective manner.

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