scholarly journals COMMUNICATION MANAGEMENT IN PROMOTING KNOWLEDGE AND CREATIVITY IN FOSTERING INNOVATIONS IN THE CREATIVE ORGANIZATIONS

2021 ◽  
Vol 14 (2) ◽  
pp. 549-576
Author(s):  
Zenona Ona Atkočiūnienė ◽  
Daiva Siudikienė
Keyword(s):  
Knowledge Sharing ◽  
Value Creation ◽  
Stakeholder Involvement ◽  
Value Added ◽  
Critical Factor ◽  
Learning Opportunities ◽  
Formal Learning ◽  
Communication Management ◽  
New Ideas ◽  
Publishing Houses

The topic of innovation is extremely important because it relates to the ability of organizations, urban regions and even states to remain competitive in today’s rapidly changing world. The problem for modern organizations is how to increase the scale and efficiency of innovation in modern organizations. One of the most striking modern trends that helps to generate innovation is the involvement of the organization’s stakeholders in the processes of value co-creation, encouraging their processes of collective cooperation, knowledge sharing and creative expression. Changing value creation processes are becoming a critical factor in creating innovation. Value creation has always been an essential foundation of any organization’s activities, but the targeted involvement of stakeholders in value creation is a relatively new phenomenon. The article presents a study, the aim of which is to investigate how and in what forms creative organizations – publishing houses – use the adaptability of their managed communication channels to encourage stakeholder involvement in value co-creation processes in innovation. Stakeholder involvement in the development of new ideas and projects, networking, collaboration, knowledge sharing, various non-formal learning opportunities, creation of discussion and feedback platforms as important drivers of stakeholder engagement are particularly important in fostering value-added processes in innovation.

The impact of intellectual capital on firm performance: a study of Indian firms listed in COSPI

2018 ◽  
Vol 19 (5) ◽  
pp. 935-964 ◽  
Author(s):  
Neha Smriti ◽  
Niladri Das
Keyword(s):  
Firm Performance ◽  
Intellectual Capital ◽  
Value Creation ◽  
Generalized Method Of Moments ◽  
Value Added ◽  
Secondary Data ◽  
Share Price ◽  
Content Type ◽  
Listed Firms ◽  
The Impact

Purpose The purpose of this paper is to examine the effect of intellectual capital (IC) on financial performance (FP) for Indian companies listed on the Centre for Monitoring Indian Economy Overall Share Price Index (COSPI). Design/methodology/approach Hypotheses were developed according to theories and literature review. Secondary data were collected from Indian companies listed on the COSPI between 2001 and 2016, and the value-added intellectual coefficient (VAIC) of Pulic (2000) was used to measure IC and its components. A dynamic system generalized method of moments (SGMM) estimator was employed to identify the variables that significantly contribute to firm performance. Findings Indian listed firms appear to be performing well and efficiently utilizing their IC. Overall, human capital had a major impact on firm productivity during the study period. Furthermore, the empirical analysis showed that structural capital efficiency and capital employed efficiency were equally important contributors to firm’s sales growth and market value. The growing importance of the contribution of IC to value creation was consistently reflected in the FP of these Indian companies. Practical implications This study has robust theoretical grounds and employs a validated methodology. The present study extends knowledge of IC among academicians and managers and highlights its contribution to value creation. The findings may help stakeholders and policymakers in developing countries properly reallocate intellectual resources. Originality/value This study is the first study to evaluate IC and its relationship with traditional measures of firm performance among Indian listed firms using dynamic SGMM and VAIC models.

Is property management viewed as a value-added service?

2019 ◽  
Vol 37 (2) ◽  
pp. 262-274 ◽  
Author(s):  
Dustin C. Read ◽  
Andrew Carswell
Keyword(s):  
Real Estate ◽  
Value Creation ◽  
Value Added ◽  
Professional Service ◽  
Property Management ◽  
Individual Property ◽  
Content Type ◽  
Creation Process ◽  
A Value ◽  
Value Creation Process

PurposeThe purpose of this paper is to examine the perspectives of real estate executives to assess the extent to which property management is viewed as a commodity or as a value-added professional service contributing positively to investment performance and property value maximization.Design/methodology/approachThe qualitative analysis draws on the result of 93 semi-structured interviews conducted with executives employed by some of the largest real estate investment management and service firms across the USA.FindingsThe findings suggest that significant perceptual cleavages exist in the real estate industry, with some executives believing property managers are incredibly important to the value creation process and others believing they play a much more modest role.Practical implicationsThe results highlight the need for the property management industry as whole to continue its efforts to gain recognition as a value-added professional service and for individual property management companies to actively take steps to differentiate themselves from competitors if they hope to avoid commodification and fee compression.Originality/valueThe study is the first to the authors’ knowledge to examine real estate executives’ perspectives about the roles property managers play in the value creation process, as well as their views about whether property managers have the skills and autonomy required to make value accretive decisions.

Study on the Weaving Beauty of Monochromatic Knit Fabrics

2012 ◽  
Vol 627 ◽  
pp. 239-242
Author(s):  
Shu Xian Du ◽  
Yan Hui Wang
Keyword(s):  
Value Added ◽  
Modern Technology ◽  
Visual Aesthetics ◽  
The Core ◽  
Knit Fabrics ◽  
New Ideas

A breakthrough of monochromatic knit fabrics innovation is in weaving links design, which presents its various textures and unique visual aesthetics by combing different weaving types with longitude and weft line. By studying the beauty in weaving, this paper aims to explore the importance of developing weaving beauty in knit fabrics, emphasize the designing principle that weaving beauty is the core in order to propose new ideas for the value-added monochromatic knit fabrics with modern technology in its full use, and expand the innovation area of monochrome knit fabrics.

Thoughtfully Preparing Business Students and Faculty for Study Abroad

2018 ◽  
pp. 872-894
Author(s):  
David Starr-Glass
Keyword(s):  
Study Abroad ◽  
Informal Learning ◽  
Business Students ◽  
Learning Experiences ◽  
Learning Opportunities ◽  
Formal Learning ◽  
Business Educators ◽  
Institutional Strategies ◽  
Business Undergraduates ◽  
Study Abroad Program

In the last twenty years study abroad program have grown in popularity. Study abroad experiences provide learning opportunities for participants, but these opportunities are only optimized if students are appropriately and thoughtfully prepared. Study abroad provides formal learning experiences, associated with coursework undertaken, and informal learning, related to new cultures and countries encountered. Students and the faculty who accompany them need to be sensitized to both of these opportunities. This chapter presents a context for study abroad experiences and suggests how they can provide students with a deeper appreciation of issues that are often overly abstracted in the college, particularly issues such as internationalization and globalization. It explores ways in which study abroad participants can be assisted to engage more fully with the experiences that they encounter abroad. In presenting learning and institutional strategies to help optimize study abroad, it is hoped that the chapter will be of value to business undergraduates, their faculty, and business educators.

Collaborative Networks

2013 ◽  
pp. 1638-1653
Author(s):  
Kathryn Cormican
Keyword(s):  
Knowledge Sharing ◽  
Open Innovation ◽  
Small Firms ◽  
Success Factors ◽  
Business Models ◽  
Value Added ◽  
Collaborative Networks ◽  
End User ◽  
Critical Success ◽  
Innovative Solutions

The business landscape has changed dramatically in recent years. Innovative organisations are restructuring their business models. They are moving away from discrete linear value chains towards open innovation models such as networks. Small to Medium Sized Enterprises (SMEs) recognise that in order to survive they must be equipped with the relevant competencies required to design, develop and deploy innovative solutions that meet the needs of the end user. More and more small firms are collaborating with each other in order to create value added products and access new markets. However, the task of working in a collaborative network is not easy. SMEs find it particularly difficult to engage in these activities and experience many challenges in this regard. Moreover, there are very few support structures and systems available to guide successful knowledge sharing and collaboration. This chapter explores the fundamental concepts of collaborative networks and knowledge sharing, synthesises and presents some of the challenges faced by SMEs and identifies some critical success factors that should be considered to help overcome the barriers identified.

Collaborative Networks

2011 ◽  
pp. 169-184
Author(s):  
Kathryn Cormican
Keyword(s):  
Knowledge Sharing ◽  
Open Innovation ◽  
Small Firms ◽  
Success Factors ◽  
Business Models ◽  
Value Added ◽  
Collaborative Networks ◽  
End User ◽  
Critical Success ◽  
Innovative Solutions

The business landscape has changed dramatically in recent years. Innovative organisations are restructuring their business models. They are moving away from discrete linear value chains towards open innovation models such as networks. Small to Medium Sized Enterprises (SMEs) recognise that in order to survive they must be equipped with the relevant competencies required to design, develop and deploy innovative solutions that meet the needs of the end user. More and more small firms are collaborating with each other in order to create value added products and access new markets. However, the task of working in a collaborative network is not easy. SMEs find it particularly difficult to engage in these activities and experience many challenges in this regard. Moreover, there are very few support structures and systems available to guide successful knowledge sharing and collaboration. This chapter explores the fundamental concepts of collaborative networks and knowledge sharing, synthesises and presents some of the challenges faced by SMEs and identifies some critical success factors that should be considered to help overcome the barriers identified.

Analyzing the Impact of the COVID-19 Pandemic on Value Creation

2021 ◽  
pp. 153-173
Author(s):  
Rosa Galvão ◽  
Ana Bela de Sousa Delicado Teixeira
Keyword(s):  
Value Creation ◽  
Economic Value ◽  
Value Added ◽  
Business Environment ◽  
World Health ◽  
Cost Of Equity ◽  
First Semester ◽  
Operating Profit ◽  
Global Pandemic ◽  
Health Organization

Operating in an already challenging business environment, companies have faced yet another difficulty since March 2020, when the World Health Organization (WHO) declared a global pandemic situation related to the COVID-19 disease. The study's purpose was to analyze the value creation in Euronext Lisbon companies from the first semester of 2019 to the first semester of 2020. The aim was also to identify the areas with the most impact on value creation. To measure value creation, the indicator economic value added (EVA®) was used. The results revealed that the capacity to create value decreased for all companies. The variables included in the study that showed a statistically significant relationship with EVA® were operating profit, sales revenue, and cost of equity. This pandemic situation poses a significant threat to value creation, enhancing the idea that, more than ever, business management needs to focus on long-term value creation strategies.

Siemens' Value-Driver Tree in Digitalization

2021 ◽  
pp. 197-220
Author(s):  
Cozmiuc Claudia Diana
Keyword(s):  
Value Creation ◽  
Business Models ◽  
Economic Value ◽  
Value Added ◽  
Economic Value Added ◽  
Sufficient Data ◽  
Product Lifecycle ◽  
Open Networks ◽  
Start Ups

This chapter is a descriptive and explicative case study about value creation at Siemens in an uncertain and in a certain environment. Siemens has implemented economic value-added-based management since 1998. The empirical data analysis highlights value creation at Siemens at the beginning of the innovation lifecycle, when the environment is uncertain, and at the end of the innovation lifecycle, when contracts are signed, and the environment becomes predictable. Innovation is first placed in open networks, in which start-ups are essential, to which venture capital is allocated using business models. This is the ideation stage of the product lifecycle, when competitive advantage, the essence of value creation in both theory and the Siemens example, is created. Innovation matures, and Siemens closes contracts with customers about existing customer offerings. These contracts are managed as projects and funded with equity and debt. This is the stage when sufficient data exists to plan economic value added, the focus of Siemens' corporate governance.

Business development through knowledge sharing among members of sectoral committees

2020 ◽  
Vol 26 (6) ◽  
pp. 1349-1377
Author(s):  
Abobakr Aljuwaiber
Keyword(s):  
Saudi Arabia ◽  
Knowledge Sharing ◽  
Outcome Expectations ◽  
Business Development ◽  
Quantitative Methodology ◽  
Management Support ◽  
Content Type ◽  
New Ideas ◽  
Organisational Factors

PurposeThis paper is an empirical study examining how sectoral committees function as knowledge networks within CCIs in Saudi Arabia. It employs the Madinah Chambers of Commerce and Industry (MCCI) branch as a case study. The research examines the influence of individual factors (taking pleasure in helping others, knowledge of self-efficacy, and outcome expectations), and organisational factors (top management support and knowledge sharing culture) on knowledge sharing, to establish whether knowledge sharing assists in the business development of the members of sectoral committees.Design/methodology/approachThe research uses a quantitative methodology to investigate how knowledge sharing between sectoral committee members can assist in the development of their businesses and industries.FindingsThis research provides valuable information regarding the role of knowledge sharing among sectoral committee members and addresses the challenges facing business owners in sectoral committees. Precisely, the results of the survey showed that knowledge sharing in the CCI was considered crucial.Research limitations/implicationsThe research model was confined to the MCCI and using Saudi Arabia as a context of study, which has a unique organisational culture that influenced the participants' perceptions regarding knowledge sharing, and therefore cannot be generalised to other organisations. Further investigation of knowledge sharing using samples from other countries would give a more robust examination of the studied hypotheses.Practical implicationsThe results provided in this research indicated that the activity of knowledge sharing impacts members' business development. This suggests that enhancing knowledge sharing among members of sectoral committees would support the creation of new ideas that were beneficial to improving their business and investments.Originality/valueTo the best of the author's knowledge, this study is the first to investigate the role of knowledge sharing in business development among sectoral committees, particularly within Saudi Arabian CCIs, and is thus able to offer new insight into existing knowledge sharing in sectoral committees in non-Western contexts.

Social Media and Value Creation

2016 ◽  
Vol 28 (2) ◽  
pp. 107-123 ◽  
Author(s):  
Imed Boughzala
Keyword(s):  
Social Networks ◽  
Social Media ◽  
Knowledge Sharing ◽  
Value Creation ◽  
Generation Y ◽  
Empirical Work ◽  
Enterprise 2.0 ◽  
Corporate Environment ◽  
Use Of Social Media ◽  
Corporate Social

Organizations increasingly rely on corporate social networks and online communities, under what is called today Enterprise 2.0, to enhance socialization and favor information/knowledge sharing, collaboration and value creation among coworkers. Researchers and practitioners to date have mostly assumed that people from this generation Y, because of their massive use of social media in the private arena, would be willing to accept and use them more easily and quickly in corporate environment. However, to the best of our knowledge, there is no empirical work which has been reported on this issue confirming this assumption.

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