Value Configurations of Organizations

2010 ◽  
pp. 39-58
Author(s):  
Petter Gottschalk ◽  
Hans Solli-Saether
Keyword(s):  
Value Chain ◽  
Theory And Practice ◽  
Service Organizations ◽  
Professional Service ◽  
Insurance Companies ◽  
Telephone Companies ◽  
A Value ◽  
Postal Services ◽  
Long Time ◽  
Retail Banks

To comprehend the value that information technology provides to organizations, we must first understand the way a particular organization conducts business and how information systems affect the performance of various component activities within the organization. Understanding how organizations differ is a central challenge for both theory and practice of management. For a long time, Porter’s (1985) value chain was the only value configuration known to managers. Stabell and Fjeldstad (1998) have identified two alternative value configurations. A value shop schedules activities and applies resources in a fashion that is dimensioned and appropriate to the needs of the client’s problem, while a value chain performs a fixed set of activities that enables it to produce a standard product in large numbers. Examples of value shops are professional service organizations, as found in medicine, law, architecture and engineering. A value network links clients or customers who are or wish to be interdependent. Examples of value networks are telephone companies, logistic and postal services, retail banks and insurance companies.

Police Work in Value Shops

2007 ◽  
pp. 213-251
Author(s):  
Petter Gottschalk
Keyword(s):  
Value Chain ◽  
Theory And Practice ◽  
Professional Service ◽  
Insurance Companies ◽  
Service Firms ◽  
Professional Service Firms ◽  
Telephone Companies ◽  
A Value ◽  
Long Time ◽  
Retail Banks

To comprehend the value that information technology provides to organizations, we must first understand the way a particular organization conducts business, and how information systems affect the performance of various component activities within the organization. Understanding how firms differ is a central challenge for both theory and practice of management. For a long time, Porter’s (1985) value chain was the only value configuration known to managers. Stabell and Fjeldstad (1998) have identified two alternative value configurations. A value shop schedules activities and applies resources in a fashion that is dimensioned and appropriate to the needs of the client’s problem, while a value chain performs a fixed set of activities that enables it to produce a standard product in large numbers. Examples of value shops are professional service firms, as found in medicine, law, architecture, and engineering. A value network links clients or customers who are, or wish to be interdependent. Examples of value networks are telephone companies, retail banks, and insurance companies.

Value Configurations

2010 ◽  
pp. 75-97
Author(s):  
Hans Solli-Sæther ◽  
Petter Gottschalk
Keyword(s):  
Value Chain ◽  
Theory And Practice ◽  
Professional Service ◽  
Insurance Companies ◽  
Service Firms ◽  
Professional Service Firms ◽  
Value Network ◽  
A Value ◽  
Long Time ◽  
Contingent Approach

Understanding how firms differ is a central challenge for both theory and practice of management. For a long time, Porter’s (1985) value chain was the only value configuration known to managers. Stabell and Fjeldstad (1998) identified two alternative value configurations. First, a value shop schedules activities and applies resources in a fashion that is dimensioned and appropriate to the needs of client problems, while a value chain performs a fixed set of activities that enables it to produce a standard product in large numbers. Examples of value shops are professional service firms, as found in medicine, law, architecture and engineering. Next, a value network links clients or customers who are or wish to be interdependent. Examples of value networks are logistic companies, telephone companies, retail banks and insurance companies. In this chapter, we apply the contingent approach to systems outsourcing by making the outsourcing decision dependent on the value configuration of the enterprise. We present the three different value configurations – the value chain, the value shop, and the value network. Next, the three different value configurations are compared according to key characteristics, e.g. use of information systems. Then, we take a look at interfirm relations to be able to identify areas for outsourcing, and value configuration as a determinant and predictor for the extent of outsourcing. Finally, we discuss levels of strategy and we introduce the Y-model for IS/IT strategy work.

Value Shop Configuration

2011 ◽  
pp. 1-9
Author(s):  
Petter Gottschalk
Keyword(s):  
Value Chain ◽  
Business Processes ◽  
Theory And Practice ◽  
Professional Service ◽  
Insurance Companies ◽  
Service Firms ◽  
Professional Service Firms ◽  
A Value ◽  
Long Time ◽  
The Way

To comprehend the value that information technology provides to organizations, we must first understand the way a particular organization conducts business and how information systems affect the performance of various component activities within the organization. Understanding how firms differ is a central challenge for both theory and practice of management. For a long time, Porter’s (1985) value chain was the only value configuration known to managers. Stabell and Fjeldstad (1998) have identified two alternative value configurations. A value shop schedules activities and applies resources in a fashion that is dimensioned and appropriate to the need’s of the client’s problem, while a value chain performs a fixed set of activities that enables it to produce a standard product in large numbers. Examples of value shops are professional service firms, as found in medicine, law, architecture and engineering. A value network links clients or customers who are or wish to be interdependent. Examples of value networks are telephone companies, retail banks and insurance companies. A value configuration describes how value is created in a company for its customers. A value configuration shows how the most important business processes function to create value for customers. A value configuration represents the way a particular organization conducts business.

scholarly journals On Performance of Sparse Fast Fourier Transform Algorithms Using the Aliasing Filter

Electronics ◽  
2021 ◽  
Vol 10 (9) ◽  
pp. 1117
Author(s):  
Bin Li ◽  
Zhikang Jiang ◽  
Jie Chen
Keyword(s):  
Fourier Transform ◽  
Fast Fourier Transform ◽  
High Efficiency ◽  
Theory And Practice ◽  
Long Time ◽  
And Performance ◽  
Binary Tree Search ◽  
The One ◽  
Sparse Fast Fourier Transform ◽  
L1 And L2

Computing the sparse fast Fourier transform (sFFT) has emerged as a critical topic for a long time because of its high efficiency and wide practicability. More than twenty different sFFT algorithms compute discrete Fourier transform (DFT) by their unique methods so far. In order to use them properly, the urgent topic of great concern is how to analyze and evaluate the performance of these algorithms in theory and practice. This paper mainly discusses the technology and performance of sFFT algorithms using the aliasing filter. In the first part, the paper introduces the three frameworks: the one-shot framework based on the compressed sensing (CS) solver, the peeling framework based on the bipartite graph and the iterative framework based on the binary tree search. Then, we obtain the conclusion of the performance of six corresponding algorithms: the sFFT-DT1.0, sFFT-DT2.0, sFFT-DT3.0, FFAST, R-FFAST, and DSFFT algorithms in theory. In the second part, we make two categories of experiments for computing the signals of different SNRs, different lengths, and different sparsities by a standard testing platform and record the run time, the percentage of the signal sampled, and the L0, L1, and L2 errors both in the exactly sparse case and the general sparse case. The results of these performance analyses are our guide to optimize these algorithms and use them selectively.

scholarly journals A value chain analysis of interventions to control production diseases in the intensive pig production sector

PLoS ONE ◽  
2020 ◽  
Vol 15 (4) ◽  
pp. e0231338 ◽  
Author(s):  
Jarkko Niemi ◽  
Richard Bennett ◽  
Beth Clark ◽  
Lynn Frewer ◽  
Philip Jones ◽  
...  
Keyword(s):  
Value Chain ◽  
Value Chain Analysis ◽  
Production Sector ◽  
Pig Production ◽  
A Value ◽  
Chain Analysis ◽  
Control Production ◽  
Production Diseases

How to foster employee satisfaction by means of coaching, motivation, emotional salary and social media skills in the agri-food value chain

New Medit ◽  
2021 ◽  
Vol 20 (1) ◽  
Author(s):  
Keyword(s):  
Social Media ◽  
Value Chain ◽  
Employee Satisfaction ◽  
Data Set ◽  
Business Skills ◽  
A Value ◽  
The Social ◽  
Use Of Social Media ◽  
Food Value ◽  
Insight Into

Most employee satisfaction studies do not consider the current digital transformation of the social world. The aim of this research is to provide insight into employee satisfaction in agribusiness by means of coaching, motivation, emotional salary and social media with a value chain methodology. The model is tested empirically by analysing a survey data set of 381 observations in Spanish agribusiness firms of the agri-food value chain. The results show flexible remunerations of emotional salary are determinants of employee satisfaction. Additionally, motivation is relevant in the production within commercialisation link and coaching in the production within transformation link. Whole-of-chain employees showed the greatest satisfaction with the use of social media in personnel management. Findings also confirmed that employees will stay when a job is satisfying. This study contributes to the literature by investigating the effect of current social and digital business skills on employee satisfaction in the agri-food value chain.

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.

Super-Fine Structure in the Critical Flow-Rate of Critical Flow Venturi Nozzles

2002 ◽  
Author(s):  
Masahiro Ishibashi
Keyword(s):  
Fine Structure ◽  
Steady State ◽  
Discharge Coefficient ◽  
Constant Pressure ◽  
Pressure Ratio ◽  
Critical Flow ◽  
Time Intervals ◽  
Critical Flow Rate ◽  
A Value ◽  
Long Time

It is shown that critical flow Venturi nozzles need time intervals, i.e., more than five hours, to achieve steady state conditions. During these intervals, the discharge coefficient varies gradually to reach a value inherent to the pressure ratio applied. When a nozzle is suddenly put in the critical condition, its discharge coefficient is trapped at a certain value then afterwards approaches gradually to the inherent value. Primary calibrations are considered to have measured the trapped discharge coefficient, whereas nozzles in applications, where a constant pressure ratio is applied for a long time, have a discharge coefficient inherent to the pressure ratio; inherent and trapped coefficients can differ by 0.03–0.04%.

Sign in / Sign up

Export Citation Format

Share Document