Collaboration and Learning Processes in Value Co-Creation: A Destination Perspective

Value co-creation has emerged as an important competitive strategy leading to value innovation. In tourist destinations co-creation results from the participation of multiple actors synchronously and contextually in value realization. Yet value co-creation remains highly theoretical and lacks empirical operationalization, especially in destination contexts. Are tourism destinations able and sufficiently mobilized to exploit the potential offered by co-creation theory? This paper operationalizes two fundamental dimensions of the value co-creation process, collaboration and learning, by developing and testing a measurement scale to evaluate the perceived impact of these dimensions on the market performance of actors at a tourist destination. Contributions to the literature on value co-creation and learning as well as managerial implications are discussed and suggestions for further research are made.

Digital Value Innovation and Strategic Management Practices of Adyar Ananda Bhavan

This case focuses on the strategic management practices of Adyar Ananda Bhavan (prevalently known as A2B), a quickly developing contemporary sweet chain of Chennai in South India that is currently proclaiming a target of 900 crores turnover from 2021 onwards with 8,000 employees. The case has a close theoretical association with the famous strategic management models, for instance Michael E. Porter's model, Ansoff Matrix, Blue Ocean Strategy, Balanced Scorecard, and Resource-Based View and explains how an organization can strategically grow its business through digital value-based innovation. Contending sources of data, for example print and electronic media, have been utilized to accumulate and report raw facts and figures. The authors analyzed based on insights gained from various academicians from different universities across India, some mid-level managers from industry, and some unofficial conversations with A2B staff in Bangalore. This case is planned to be utilized in the strategic management subject for both undergraduate and postgraduate courses.

Applying ERRC of Blue Ocean Strategy: A Value Innovation for Contracting Carrier Company Study Case in Indonesia

This study aims to determine the strategy's ability to make price competition irrelevant and optimize the company's operating costs. This type of research uses descriptive qualitative research with the subject of this research is one of the Freight Forwarding companies in Jakarta, namely IGL. The results obtained in this study, among others, by creating partners abroad (Key Partnership), which focus on having freehand shipments import and nominee shipments export, can make a condition where price competition becomes irrelevant. The results also show that focusing on being a contractual carrier and procurement of warehouses is also proven to positively impact operational costs and company performance, provide added value to customers, and support the company's main business.

Causality of Internal and External Linkages of Enterprises' Low-Carbon Strategy From a Configuration Perspective

This study aims to identify the motivations behind the low-carbon strategy of companies. For this purpose, a fuzzy set qualitative comparative analysis is conducted to explore the linkage effects of internal and external factors such as business environment, industry environment and individual heterogeneity on the company's low-carbon strategy based on a multi-dimensional theoretical perspective. It is found that the low-carbon strategy of companies in a low, medium, and high-level business environment follow the order of " survival maintenance ", "firm foothold", "bigger and stronger", "adapt to the trend", and "value innovation". Further analysis shows that the proper order of the three types of indicators from high to low is: industry environment, individual heterogeneity, and business environment. “The industry is under pressure and has enough power” is a key reason for low-carbon strategies; the competition intensity within the industry is an important external incentive for low-carbon strategy; CEO power is an important internal driving force for low-carbon strategy. This paper shows that a high-level business environment can help to improve managers’ forward-looking decision-making and help companies escape the inherent thinking of the “red sea competition”.

Accelerated Process of Digital Transformation - The Impact and Consequences of Covid-19

Due to the current pandemic caused by the COVID-19 virus, the world is changing rapidly along with digital technologies that transform every aspect of life, society and the economy. To prevent a complete collapse and suspension of all business processes, companies were forced to organize remote work, i.e. workers perform their daily work activities from their homes. The situation in which the world is currently in clearly indicates that digital transformation is something that should be a priority. Digital transformation is changing the way of doing and developing the business, new opportunities for economic progress in the public and private sectors. It allows companies to survive and focus on innovation, increasing their competitiveness. We can say with certainty that digital transformation means much more than complete integration of digital technologies. It also means digitalization and business processes and models automation, marketing, sales, digital purchase, Big Data, and related processes, and is based on five different areas, which include customers, competition, value, innovation and data.

Green Transformational Leadership to Build Value, Innovation and Competitive Advantage in Era Digital

This study develops an exploration system that connections Green groundbreaking initiative, green worth advancement improvement, and the upper hand in business supportability. This investigation depicts the impact of the groundbreaking green initiative on the maintainable upper hand and talks about esteem development's interceding impact utilizing an underlying condition model (SEM). The examination results tracked down that green groundbreaking authority has a critical constructive outcome on esteem development and the reasonable upper hand. Besides, the investigation tracked down that groundbreaking green administration on the upper hand was incompletely interceded by esteem advancement. Industrialization and globalization have had a positive impact on economic growth, but on the other hand to be a major cause of environmental violations in this modern world, so most companies required to focus on environmentally friendly concepts to achieve sustainable company performance, so that green transformational leadership provides positive development in sustaining competitive advantage through the creation of green innovation values.

The Approach of Value Innovation towards Superior Performance, Competitive Advantage, and Sustainable Growth: A Systematic Literature Review

The value innovation strategy of pursuing differentiation and low cost has diverged and correlated with various notions and perspectives, which adds complexity and ambiguity to the current knowledge of value innovation. Thus, this study uses a systematic literature review methodology to identify key scientific contributions to the field of value innovation by providing a structured reliable overview of the current knowledge. This study aims to integrate the findings of previous research on value innovation to identify where conclusions converge and diverge and highlight emerging trends and gaps in the literature. This study seeks to answer the research question, “How can value innovation be an approach for superior performance, competitive advantage, or sustainable growth?” In this context, results are achieved through analyzing and synthesizing 73 empirical articles on value innovation literature published from 1997 to January 2021. Particularly, this study contributes to the extant literature by providing an integrative framework that summarizes the literature findings and addressing thematic classifications of the value innovation process. This study also helps further improve research on value innovation by identifying gaps and suggesting a conceptual model to mitigate those gaps.

Downtown Music Publishing and Songtrust

As of 2018, technological innovation in the music industry at large had impacted firms in nearly every sector. Yet, music publishers have been traditionally unconcerned with technological advancement. Several competitive forces have made this position sustainable, but the broader industry’s pace of change was bound to reach the music publishing sector. The laissez-faire attitude of prominent market players in the publishing space has led to a market that was ripe for value innovation, and Downtown Music Publishing has already capitalized in this space, differentiating themselves from their competitors. This case highlights the choices the CEO and co-founder of Downtown Music Publishing and the rest of the senior management team must make about a new product. Should they keep it internal, or should it be spun off?

Data management efficiency: major opportunities for shared value innovation

Purpose This paper aims to underscore major opportunities for shared value innovation based on data management efficiency, which has often been overlooked so far. By integrating prior research about digital transformation, shared value creation, entrepreneurial marketing and the innovation-based view of firm performance, it addresses a major gap in the literature. Design/methodology/approach The innovation-based arguments illustrate how efficient data management may lead to different types of innovation, which provide opportunities for growth and efficiency gains after the coronavirus pandemic. Findings Many companies’ digitalization programs have concentrated on strengthening the efficiency of current business processes. Thus, these initiatives have contributed to the efficiency of traditional analog activities by using data and smart algorithms. In contrast, the efficiency of the underlying data management was largely neglected, but the COVID-19 pandemic has highlighted its importance. To overcome the limited emphasis on sustainability and efficiency in the digital context, this paper focuses on data management efficiency. After detailing this concept, it is linked to the growing literature about creating shared value, and a process segmentation for implementing shared value innovations in the field of digital efficiency is developed. Originality/value The paper extends research into digital transformation by emphasizing that the distinction of effectiveness and efficiency is as relevant in the digital context as in the traditional analog environment. It further provides new insights into creating shared value because it increases the awareness of researchers and managers to consider data management efficiency as a basis for shared value innovation with positive effects on the triple bottom line. The paper also contributes to entrepreneurial marketing research because data management efficiency provides significant opportunities for entrepreneurs, startup firms and innovators in established organizations to develop entirely new markets based on new services, solutions and business models. Finally, the paper deepens the understanding of the innovation-based view of firm performance.

Emotions Toward Sustainable Innovations: A Matter of Value Congruence

Public resistance to sustainable innovations is oftentimes accompanied by strong negative emotions. Therefore, it is essential to better understand the underlying factors of emotions toward sustainable innovations to facilitate their successful implementation. Based on the Value-Innovation-Congruence model of Emotional responses (VICE model), we argue that positive and negative emotions toward innovations reflect whether innovations are congruent or incongruent with (i.e., support or threaten) people's core values. We tested our reasoning in two experimental studies (N = 114 and N = 246), by asking participants to evaluate innovations whose characteristics were either congruent or incongruent with egoistic values (study 1) or with biospheric values (study 1 and study 2). In line with the VICE model, we found overall that the more an innovation was perceived to have characteristics congruent with these values, and biospheric values in particular, the stronger positive and the weaker negative emotions they experienced toward the innovation, especially the more strongly people endorsed these values. Emotions, in turn, were related with acceptability of innovations. Our findings highlight that emotions toward innovations can have a systematic basis in people's values that can be addressed to ensure responsible decision-making on sustainable innovations.