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.

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.

scholarly journals The Role of Accelerator Designs in Mitigating Bounded Rationality in New Ventures

2018 ◽  
Vol 64 (4) ◽  
pp. 810-854 ◽  
Author(s):  
Susan L. Cohen ◽  
Christopher B. Bingham ◽  
Benjamin L. Hallen
Keyword(s):  
Bounded Rationality ◽  
New Ventures ◽  
Multiple Case Study ◽  
New Venture ◽  
External Information ◽  
Start Up ◽  
Multiple Case ◽  
Established Firms

Using a nested multiple-case study of participating ventures, directors, and mentors of eight of the original U.S. accelerators, we explore how accelerators’ program designs influence new ventures’ ability to access, interpret, and process the external information needed to survive and grow. Through our inductive process, we illuminate the bounded-rationality challenges that may plague all ventures and entrepreneurs—not just those in accelerators—and identify the particular organizational designs that accelerators use to help address these challenges, which left unabated can result in suboptimal performance or even venture failure. Our analysis revealed three key design choices made by accelerators—(1) whether to space out or concentrate consultations with mentors and customers, (2) whether to foster privacy or transparency between peer ventures participating in the same program, and (3) whether to tailor or standardize the program for each venture—and suggests a particular set of choices is associated with improved venture development. Collectively, our findings provide evidence that bounded rationality challenges new ventures differently than it does established firms. We find that entrepreneurs appear to systematically satisfice prematurely across many decisions and thus broadly benefit from increasing the amount of external information searched, often by reigniting search for problems that they already view as solved. Our study also contributes to research on organizational sponsors by revealing practices that help or hinder new venture development and to emerging research on the lean start-up methodology by suggesting that startups benefit from engaging in deep consultative learning prior to experimentation.

A Multiple Case Study on the Nature and Management of Shadow Information Technology

2016 ◽  
Vol 31 (1) ◽  
pp. 79-101 ◽  
Author(s):  
Stephan Zimmermann ◽  
Christopher Rentrop ◽  
Carsten Felden
Keyword(s):  
Information Technology ◽  
Transaction Cost Economics ◽  
Multiple Case Study ◽  
End User ◽  
It Department ◽  
Multiple Case ◽  
It Departments ◽  
Shadow It

ABSTRACT In several organizations, business workgroups autonomously implement information technology (IT) outside the purview of the IT department. Shadow IT, evolving as a type of workaround from nontransparent and unapproved end-user computing (EUC), is a term used to refer to this phenomenon, which challenges norms relative to IT controllability. This report describes shadow IT based on case studies of three companies and investigates its management. In 62 percent of cases, companies decided to reengineer detected instances or reallocate related subtasks to their IT department. Considerations of risks and transaction cost economics with regard to specificity, uncertainty, and scope explain these actions and the resulting coordination of IT responsibilities between the business workgroups and IT departments. This turns shadow IT into controlled business-managed IT activities and enhances EUC management. The results contribute to the governance of IT task responsibilities and provide a way to formalize the role of workarounds in business workgroups.

The Strategic Value of Consumer Information Systems

2013 ◽  
pp. 110-134
Author(s):  
Paul Scifleet ◽  
Angela Lin
Keyword(s):  
Information Systems ◽  
Value Creation ◽  
Consumer Information ◽  
Creation Process ◽  
Strategic Value

When consumers are a source of innovation and value creation, and when information is increasingly produced and reproduced by consumers we need to reconsider the scope of information systems and their role in supporting companies to create value. The development of consumer information systems in recent years can potentially help companies to create platforms that facilitate and support company-consumer collaborations that create value. This chapter discusses the theories, concepts and practices informing new modes of consumer co-creation and co-production in business and the role of consumer information systems in supporting those processes. The chapter uses Nike as a case study to illustrate how both the company and consumers are able to derive benefits from value co-creation process supported by consumer information systems.

Value Creation in Business-to-Business Crowd Sourcing

Crowdsourcing ◽  
2019 ◽  
pp. 1419-1432
Author(s):  
Nina Helander ◽  
Hannu Kärkkäinen ◽  
Jari Jussila
Keyword(s):  
Social Media ◽  
Value Creation ◽  
Knowledge Society ◽  
Future Research ◽  
Full Potential ◽  
Crowd Sourcing ◽  
Multiple Case ◽  
Business To Consumer ◽  
Business To Business

In knowledge society the utilization of social media as a communication channel between people, groups and even companies is increasing. Current innovation and social media research has already shown the potential of crowdsourcing in the business-to-consumer (B2C) markets. The authors argue in this paper, however, that crowdsourcing has a great and yet partly undiscovered potential also in the context of business-to-business (B2B) markets. In order to get the full potential, a more detailed understanding of the logic of value creation in crowdsourcing activities between multiple stakeholders in B2B context is needed. This paper presents an exploratory study that is carried out as an empirical netnography-based multiple case study. The study opens up potential future research avenues by starting the discussion of value creation logic in B2B crowdsourcing. Practical implications are created through cases revealing what kind of value companies have already been able to gain from crowdsourcing in B2B context.

scholarly journals A Systemic Design Method to Approach Future Complex Scenarios and Research Towards Sustainability: A Holistic Diagnosis Tool

2019 ◽  
Vol 11 (16) ◽  
pp. 4458 ◽  
Author(s):  
Chiara Battistoni ◽  
Carolina Giraldo Nohra ◽  
Silvia Barbero
Keyword(s):  
Design Method ◽  
Deep Understanding ◽  
Complex Environments ◽  
Sustainable Solutions ◽  
Problem Framing ◽  
Design For Sustainability ◽  
Multiple Case ◽  
Systemic Design

This article aims to frame the role of Systemic Design (SD) as an alternative design model for the future of design for sustainability, by defining and assessing a structured process to execute Holistic Diagnosis (HD), an innovative context framework. Taking as its background a deep understanding of the design for sustainability and systems thinking concepts that frame SD as a field where HD is rooted, multiple case-study analyses were performed. HD demonstrates its ability to overcome the design boundaries in different fields such as industrial production, local communities, and policy-making, thereby providing a more in-depth understanding of complex environments with an iterative process: assess, research, collect, visualize, and interpret. This framework is a relevant tool for designers to address problem framing in complex scenarios to obtain future sustainable solutions with an innovative and transdisciplinary approach, thereby promoting a horizontal dialogue among all involved components.

Managing Corporate E-Mail Systems

2011 ◽  
pp. 254-281
Author(s):  
Aidan Duane ◽  
Patrick Finnegan
Keyword(s):  
Major Elements ◽  
Electronic Business ◽  
Monitoring And Control ◽  
Negative Effects ◽  
Multiple Case ◽  
And Control ◽  
Mail System ◽  
E Mail

As the criticality of e-mail for electronic business activity increases, adhoc e-mail implementation, prolonged management neglect and user abuse of e-mail systems have generated negative effects. However, management’s ability to rectify problems with e-mail systems is hindered by our understanding of its organisational use. Research on e-mail systems is often dated and based on quantitative methodologies that cannot explain the interaction between various controls in organisational settings. Updating our understanding of the organisational aspects of e-mail systems utilizing qualitative methods is necessary. This chapter presents a multiple case study investigation of e-mail system monitoring and control. The study examines the interaction between key elements of e-mail control identified by previous researchers and considers the role of such controls at various implementation phases. The findings reveal eight major elements to be particularly important in monitoring and controlling e-mail systems within the organisations studied. These are: (1) form a cross-functional e-mail system management team; (2) implement and regularly update e-mail management software; (3) formulate a detailed and legally sound e-mail policy; (4) engage in structured e-mail system training; (5) create and maintain ongoing awareness of e-mail policy; (6) engage in a process of hybrid feedback and control-based e-mail monitoring; (7) firmly enforce discipline in accordance with the e-mail policy; and (8) conduct regular reviews and updates of the e-mail management programme.

The Role of User Ownership and Positive User Attitudes in the Successful Adoption in Information Systems within NHS Community Trusts

2011 ◽  
pp. 113-137
Author(s):  
Crispin R. Coombs ◽  
Neil F. Doherty ◽  
John Loan-Clarke
Keyword(s):  
Best Practice ◽  
Academic Research ◽  
Community Healthcare ◽  
System A ◽  
User Attitudes ◽  
Two Factors ◽  
Multiple Case ◽  
Organizational Sector

The factors that influence the ultimate level of success or failure of systems development projects have received considerable attention in the academic literature. However, despite the existence of a ‘best practice’ literature many projects still fail. The record of the National Health Service has been particularly poor in this respect. The research reported in this paper proposes that two additional factors; user ownership and positive user attitudes warrant further development and investigation. The current study investigated these two factors in a homogenous organizational sector, Community NHS Trusts, using a common type of information system, in order to eliminate the potentially confounding influences of sector and system. A multiple case-study design incorporating five Community Healthcare Trusts was utilized. The key results from the analysis indicated that both user ownership and positive user attitudes were important mediating variables that were crucial to the success of a CIS. In addition, it was also identified that the adoption of best practice variables had a dual role, directly influencing the level of perceived success but also facilitating the development of user ownership and positive user attitudes. These results will be of particular interest to practising IM&T managers in the NHS and also to the wider academic research community.

ACHIEVING MANUFACTURING FLEXIBILITY: THE ROLE OF PEOPLE, TECHNOLOGY, INNOVATION AND CONTINUOUS IMPROVEMENT

2010 ◽  
Vol 07 (02) ◽  
pp. 161-181 ◽  
Author(s):  
HAIRULLIZA MOHAMAD JUDI ◽  
ROGER BEACH
Keyword(s):  
Continuous Improvement ◽  
Technology Innovation ◽  
Multiple Case Study ◽  
Manufacturing Flexibility ◽  
Research Model ◽  
Manufacturing Companies ◽  
Electric Sector ◽  
Multiple Case

This study examines the contribution of a pair of opposite factors: technology versus people, and innovation vs. continuous improvement to obtain manufacturing flexibility. These factors are opposing as they play different roles in TQM and BPR. An exploratory multiple case study was conducted that involves three Malaysian manufacturing companies from electronic and electric sector. The results show that flexibility could not be achieved through technology solely, but by combining technology with people, the required outcome is attainable. By applying innovation and continuous improvement simultaneously, it will yield better flexibility than if only one of them was used. The contribution of these factors in the selected manufacturing setting could guide practitioners to obtain flexibility and verify the research model that could be tested further in a survey.

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