Ethical Customer Value Creation: Drivers and Barriers

There is a long-standing discussion on the positive interactions between enterprise value creation and business competitiveness. The corporate value can be seen as being created from three major sources within the cycle – from employees, from processes, and from customers or investors through reinvestment. To achieve competitive advantages, a firm must create more value than its competitors in the industry. Emphasizing that, firms should explore the positive drivers of customer value creation, allowing for a true value creation that will lead to increments in competitiveness. In reality, however, there are also barriers that hinder customer value creation. Targeting the above issues that have not yet been explored or analyzed, we have collected related literature at the first stage. Based on these presumable assumptions, this paper then conducts an empirical study by surveying and analyzing the relevance given by the investigated leading machinery measuring equipment firms in Taiwan, regarding the concerns as drivers and barriers in relation to customer value creation. This paper especially aims to answer several key questions: What drivers revolving around employees and processes can facilitate the organization to create more value for its customers? Conversely, what barriers block the organization from creating value for customers in examining the same dimensions? Does value creation direct an organization’s profitability and competitiveness? Our questionnaire survey results show that the most recognized and agreed drivers of customer value creation in consideration of employees are “distinctive skills”, “personal experience”, “learning and training”, and “team work”; and, in regard to the firm’s processes, the key drivers are “innovation and evolution”, “R&;D capability”, and “capability for differentiation”. Conversely, the most recognized and agreed barriers to customer value creation in relation to employees are a “distrustful environment” and “inadequate knowledge”; and, in terms of processes, they are “short of core technology”, “poor resource support”, and “bad services and attitudes”. Furthermore, our in-depth interview outcomes reveal that “capital sufficiency” and “mergers and acquisitions” are in practice considered to be other important customer value creation drivers; in contrast, “cultural and structural barriers” and “short of mechanisms to measure customer value creation effectively” are viewed as additional critical barriers to customer value creation.     

跨境电商消费者参与价值共创对品牌偏好的影响

跨境电商是全新的贸易和销售方式,直接面对世界各地不同背景和多元化的的消费者。这些消费者具有个性化的消费需求与独特的创造愿望,能够为企业提供丰富的创意资源。通过价值共创提升消费者的品牌偏好成为了跨境电商领域的热点问题。文章从产品设计与产品营销两个阶段、创意共创与创意选择两大体系,建立了跨境电商消费者参与价值共创的四种类型对品牌偏好的影响模型,并展开实证研究。研究结果表明,创意选择体系主要影响品牌识别,创意共创体系主要影响品牌形象,品牌认知和品牌形象都有助于提升消费者对品牌的偏好。     

管理劳动:价值创造及财富分配

目前,非实体性生产要素的作用在现代经济中日益突出。作为一种非实体的生产要素,管理劳动者具有稀缺性的特点。管理劳动不仅改变了传统的以实体性生产要素为特点的生产关系结构,而且改变了传统的财富分配关系。因此,管理者的收入包括两方面:一方面获取工资,另一方面参与剩余价值的分配。     

Internet Usage Within B2B Relationships and Its Impact on Value Creation: A Conceptual Model and Research Propositions

ABSTRACT

The Internet has been described as a major disruptive technology that has changed the face of B2B exchange relationships. This paper considers the Internet and its inherent ability to support value creation within business-to-business relationships. The paper outlines four key characteristics that describe the Internet's attributes relative to value creation and proposes that the Internet's effect depends upon properly aligning these attributes with the economic and relational factors driving value creation. In particular, the paper proposes a contextual relationship between Internet usage, joint action, and the resources shared between exchange partners.     

专业市场内银行服务的顾客价值构成要素分析

本文针对国内营销管理学领域关于分行业分客户群体的顾客价值构成要素缺乏实证研究的现状,提出了基于专业市场的银行服务的顾客价值构成模型,并通过调查温州专业市场内客户对银行服务的需求及其对建设银行服务感知来检验此模型的有效性和建设银行服务的不足。研究发现,专业市场内客户的银行服务顾客价值与顾客价值构成模型有所偏差,据此修正为由核心利益、服务利益、影响利益、形式利益、期望利益、延伸利益等六大因子共26个变量组成的顾客价值构成模型;专业市场内客户对建设银行的服务感知基本良好,但在员工服务态度、贷款便利、业务办理时间等方面存在诸多欠缺,需要银行服务的进一步改进和提高。     

Corporate Social Strategy in Multinational Enterprises: Antecedents and Value Creation

In this article, we examine the relationship of the multinational firm’s market environment, stakeholders, resources, and values to the development of strategic social planning and strategic social positioning. Using a sample of multinational enterprises in Mexico, we examine the relationship of these different ways of conducting social strategy to the creation of value by the firm. The market conditions of munificence and dynamism, and the resource for continuous innovation are found to be related to strategic social positioning. The social responsibility orientation of the firm is related to strategic social planning. Positioning is related to value creation for the multinational firm, but planning is not. We discuss the implications of these findings for research and practice. Bryan W. Husted is a professor of management at the Instituto Tecnológico y de Estudios Superiores de Monterrey (Mexico) and Alumni Association Chair of Business Ethics at the Instituto de Empresa (Spain). His research focuses on corporate social and environmental management. His work has appeared in such publications as the Journal of Management Studies, Organization Science, and the Journal of Business Ethics. David B. Allen is a professor of strategy at the Instituto de Empresa (Spain). He received an MBA from New York University and his M.F.A. and Ph.D. from the University of Iowa. His research focuses on non-market strategy. His work has appeared in such publications as the Journal of International Business Studies and the Journal of Business Ethics. He has consulted extensively for European and American multinational firms.     

Disentangling the Value Creation Mechanism in Cross‐Border Acquisitions: A Process‐Oriented Approach

This study investigates the value creation mechanism in cross‐border acquisitions (CBAs) by employing a structural equation modeling technique and surveying 103 CBAs performed by Nordic firms. The results reveal that resource possession, resource picking, and resource utilization are three important strategic dimensions for realizing synergy and creating value in CBAs. Furthermore, mediation analysis shows that the two acquisition‐based dynamic capabilities—value identification and resource reconfiguration—act as important mediators in how the joining firms’ resource base impacts acquisition outcomes. The results shed light on the mechanisms through which the constructs influence value creation in CBAs and highlight the procedural and dynamic character of these determinants. The results also indicate that an integrative and process perspective, such as the “input‐process‐output” model proposed in this study, is an important step forward in merger and acquisition (M&A) research. Moreover, numerous research findings offer tactical implications for international acquirers. © 2016 Wiley Periodicals, Inc.     

How Value Creation and Relationship Quality Coalignment Affects a Firm's Performance: An Empirical Analysis

This study intends to contribute to a better understanding of how value creation coaligns with relationship quality and how this coalignment affects a firm's performance. To examine this question a theoretical framework is developed following a configuration theory approach. The unit of analysis is the dyadic relationship between manufacturers and their main distributor. The empirical results reveal that not all the manufacturers have the same orientation towards their creation of value for the main distributor and that the coalignment between their creation of value for the main distributor and the dimensions of relationship quality yields stronger distributor loyalty. This was not the case, however, with manufacturer's business performance for which no such relationship was found.     

租金视角下供应链竞合的价值创造途径

供应链成员关系的本质是竞争与合作并存,其目的是价值创造,不同内涵的租的创造与保持构成了供应链价值创造活动的主要内容和目的.文章运用租金理论分析了供应链‘价值创造的途径,提出供应链是通过构筑进入壁垒获取张伯伦租、通过知识传递与知识创造获取熊彼特租、通过培育核心资源获取理查德租以及通过资源的互补效应与集束效应获取准租来进行价值创造的,而这种价值创造是通过竞争与合作共同实现的.     

企业价值创造系统中技术创新乘数效应分析

技术创新是现代企业价值创造的关键资源,可以从现有资产与成长机会两个层面进行分析。企业价值创造系统中,技术创新产出与投入之间存在着乘数关系,技术创新有效使用率、技术创新成果流失率以及竞争取胜概率影响并决定着乘数值。进一步分析表明,企业技术要素与非技术要素协同程度和关键员工的代理人选择行为是影响企业技术创新乘数效应的深层次原因。     

基于验证性因子分析的并购价值创造影响因素研究

伴随着中国并购数量的增多和规模的扩大,企业如何掌握并购价值创造影响因素的问题愈加至关重要。以中国A股上市公司并购案例为研究对象,根据官方网站采集并购样本基本信息加以研究表明：并购价值创造影响因素大体归纳为：直接利益相关者、上市公司未来发展、并购方案的具体实施、上市公司的运营、行业和社会环境等六类。以这六类因素为潜变量,对每一类因素提出三个测量变量并建立假设模型,通过验证性因子分析证明模型成立。影响因素反映正确,对于确立并购过程中潜在的需求量和测量变量的结构关系和差额作用具有重要意义。     

内部资本市场价值创造影响因素分析

从新制度经济学和资源基础理论视角,实证研究了内部资本市场价值创造问题。研究结果表明,监事总规模、高管薪酬、高管持股、企业家高学历比例、利息保障倍数、每股经营活动现金净流量与内部资本市场价值创造正相关,公司高管决策一致性、企业家平均年龄和企业规模与内部资本市场价值创造负相关,关系资源、信息资源的量化指标对内部资本市场价值创造产生的影响不显著。     

Integrating Pragmatism and Ethics in Entrepreneurial Leadership for Sustainable Value Creation

The relationship between entrepreneurship and ethics has largely been characterized as antithetical. In this article we develop a conceptual model integrating pragmatism, a philosophical approach that emphasizes experimentation and action characteristic of entrepreneurial leadership, with ethics to suggest that the two are not incompatible and that sustaining entrepreneurial leadership for value creation necessitates ethical action to build legitimacy. Case studies from the United States and India highlight the necessity of infusing pragmatism with ethics for sustainable entrepreneurial leadership.     

Value Creation from Intellectual Capital: Convergence of Knowledge Management and Collaboration in the Intellectual Bandwidth Model

Current efforts in managing knowledge have concentrated on creating, sharing and storing knowledge while business problems require the combined use of these intellectual resources to enable organizations to provide innovative and customized services. The Intellectual Bandwidth model posits that an organization's potential to create value is determined by its intellectual assets and collaboration capabilities. While this is a potentially powerful assertion, the model does not explain the relationship between knowledge management and collaboration. This paper argues that knowledge management and collaboration have common, mutually interdependent purposes and practices. It demonstrates this interdependence, by mapping collaboration processes to knowledge management activities. Following an analysis of the relationship between knowledge management activities and collaboration, this paper concludes with implications for the use of collaboration technologies for increasing the potential of an organization to create value.     

Value Co-Creation in ICT Services Company: A Case Study of a Cross-Border Acquisition

Abstract

Post-merger and acquisition (M&A) integration is especially important for the services industry, where value co-creation between actors plays a crucial role. This paper is a qualitative single case study of a multinational company (MNE) in information technology (ICT) industry, and the post-acquisition processes of its subsidiary in Russia. The main contribution of this article is the application of a value co-creation view, to the settings of the international business. We also identify the actors and their roles and activities in the value co-creation in the Russian context.     

Uneasy Alliances: Tradition and ICT Transformation in the Value Chain

Information and Communication Technology-enabled transformation in modern organizations continues to attract managerial and academic attention. One of the less explored aspects of this kind of initiative is the impact of organizational transformations on the culture of employees and the impact of the diverse workforce cultures on transformation initiatives. Set against the backdrop of acculturation theory, this paper examines the delicate balance between aggressively modernizing the competitive profile of the firm on one hand and nurturing the firm's various organizational cultures and historical traditions on the other. We contribute to the literature by presenting a case of a large, high-profile firm that experienced the problems of disaggregated cultures arising from small business amalgamation when attempting to transform its value chain operation.     

The Transformation of African Smallholders into Customer Value Creating Businesses: A Conceptual Framework

An increasing number of the 600 million African smallholders are becoming integrated into the supply chains of supermarkets, fast food chains, and exporters. This process gradually transforms the smallholders into profit-oriented businesses that can make important contributions to rural development and food security. This article brings this issue to the attention of the readership of the Journal of African Business. It connects distinct lines of literature on smallholders, business training, and customer value creation. More specifically, it argues that to equip smallholders with the understanding of how markets function and what customers value, trainings that address fundamental marketing concepts are required. The arguments are captured in a conceptual framework explaining the livelihood performance of rural African smallholders. Based on these arguments, the article formulates implications for development workers and suggests directions for African business research.     

The Impact of the Great Recession on Financial Services Advertising: An Exploratory Study

We explore how advertising managers of financial services organizations have responded to the repercussions of the Great Recession in their advertising strategies. To this end, we compare print ads for financial services that appeared in six magazines at two periods in time: 2005, prior to the Great Recession and 2010, after the end of the Great Recession. We content analyzed 755 prints ads and found major differences in the advertising strategies from prerecession to postrecession, particularly in the type of appeals. We further examined these strategic shifts by audience focus (business-to-business and business-to-consumer) and gender focus (male, female, or both).     

兼并与收购的价值创造:并购交易与并购后整合

企业在并购交易本身和并购后的整合都可以实现价值创造。并购交易本身的价值创造来源于横向并购交易所产生的市场势力、纵向交易中所降低的交易费用、混合并购交易所实现的产业效应和绕开进入壁垒以及多元化、预期效应等;并购后整合的价值创造源自于其所产生的协同效应,即管理、经营、财务及无形资产协同效应,这些都会促进企业价值的提升与创造。