Search results

The purpose of this paper is to extend understandings of the demand-side view of strategy and how organizations co-create value with stakeholders. Through an iterative process of theory development, data collection, data analysis and writing, the authors propose a value co-creation perspective that more fully takes into account stakeholder complexity.

The empirical data derives from a wider exploratory study on value creation and competitive advantage in Christian churches in Canada. Here the authors explore one case study from that wider study and analyze interviews with church members and leaders.

The authors discuss two mutually constitutive processes of value co-creation, building a culture of community and enacting relational and shared leadership.

The authors propose a stakeholder-complex understanding of value creation where stakeholders can enact multiple roles, often simultaneously, in co-creation and where products/services are consumed for their symbolic, rather than material value. Further, co-creation may involve ongoing interactions and value creation can occur in non-monetary transactions.

The authors offer, through an empirical exploration of a religious organization, an illustrative account of how value co-creation might be tied to stakeholder complexity. This study stretches the boundaries of mainstream strategy research by challenging two fundamental assumptions: that stakeholder roles must be distinct and that “value” must be clearly defined and explicitly linked to exchange value.

Ayahuasca ceremonies are currently practiced all over the world. This study aims to investigate ayahuasca ceremonies in Colombia (where ayahuasca use is culturally entrenched) and Italy (where ayahuasca use has only recently spread).

In total, 32 Italian (53% males; 47% females) and 28 Colombian (79% males; 21% females) ayahuasca ceremony participants completed an online survey. Ceremonial setting and set (motivations for ayahuasca use, ayahuasca perceived effects and features of participants, i.e. drug use and problematic use, interpersonal dependency, spiritual orientation and quality of life) were investigated. Mann–Whitney U test, Pearson’s χ² test and Fisher’s exact test were used to compare the Italian and Colombian samples.

No differences emerged in the ceremonial setting. Slight differences were observed in motivations for ayahuasca intake and religious beliefs, but not in the preparation for ceremonies, quality of life, interpersonal dependence and spiritual orientation. Italians showed greater use of other psychoactive substances and more drug use problems.

Prevention regarding safer practices of consumption should be promoted to avoid improper uses.

Few studies have explored ayahuasca ceremonies (set and setting characteristics) in countries with different traditions on ayahuasca consumption. The results highlight that the use and experience of ayahuasca can take on different meanings depending on the cultural context.

The purpose of this paper is a case study evaluation based on a mobile innovation lab experiment – a new training and service format that offers innovation trainings on a mobile basis for schools in rural regions.

The research aims to connect concepts of “entrepreneurial orientation and education” and “innovation adoption.” The objective of the case study is to test the readiness of pupils and schools for the provided innovation trainings and services to increase innovation capacities.

The case study is based on an explorative survey of 778 pupils at 18 schools and shows an increased awareness of innovative thinking and entrepreneurial capabilities.

The findings and implications are not generalizable owing to predefined project region and the prototype character. The study offers basic insights into the specific processes and determining factors and mechanisms of innovation promotion in limited spatial work forms.

A mobile innovation environment focused on trainings and modern technologies was created. The workshops strengthened the entrepreneurial intention and potential of pupils to foster long-lasting innovation potential in the region.

The tested concept improves the method-based development of creative project ideas, thereby strengthening the regional cohesion and the economic perspective in the project region.

After extensive research, the authors assume there is no comparable concept offering entrepreneurship education and latest technologies in a mobile innovation environment, at the time of submitting this paper.

This paper aims to introduce and describe the concept of the facility management (FM) value network which takes a subjective perspective and reflects upon the relationships amongst key FM stakeholders. The FM value network focuses on demand by considering client, customer and end-user perceptions of value, providing a conceptual foundation for considering a demand driven, service-oriented and user focused approach to FM. It introduces concepts drawn from related fields such as services marketing, business economics and management and identifies an agenda for future research.

This paper is based on results of an extensive literature review, research workshops and a pilot case study, to explore stakeholder's perceptions of value within FM relationships.

This paper proposes an alternative view of FM stakeholders and the outcomes they value in comparison to a conventional built environment perspective. It provides examples of value dimensions relevant to the demand-side of organisations, collated from different sectors of the economy.

Due to a conceptual approach including a pilot case study that still has to be explored in a qualitative/quantitative empirical setting within the field of FM, this paper has limitations.

The FM value network described and the research agenda proposed provide valuable insight into issues that have to be addressed in future work and sheds light on this under-researched field of value of FM. Further work could build on these conceptual foundations in order to contribute to evidence-based FM.

This paper makes an original contribution to research into the value of FM by focussing on the demand side. It raises issues about the nature of the discipline and its practice and it offers an understanding of the further research necessary to support evidence-based decision making.

The purpose of this paper is to show how entrepreneurial initiatives in organizations serve as a microfoundation of dynamic capabilities and, thus, foster change in organizations.

This paper revises and applies conceptual and empirical research on dynamic capabilities, their microfoundations and corporate entrepreneurship. In addition, it develops a model of how entrepreneurial initiatives, operative routines and capabilities interact.

The paper develops a model of how entrepreneurial initiatives in organizations represent a microfoundation of dynamic capabilities. First, the model shows that environmental dynamism reduces fit of operative routines and capabilities. Second, the model states that entrepreneurial initiatives are triggered by operative routines and capabilities with respect to environmental dynamism. Third, the model suggests that entrepreneurial initiatives disrupt operative routines and capabilities and, thus, restore their fit in dynamic environments. The paper contributes to current research on dynamic capabilities, their microfoundations and corporate entrepreneurship.

This paper addresses the tension between routinization and the entrepreneurial nature of dynamic capabilities. Considering entrepreneurial initiatives as a microfoundation shows that dynamic capabilities might be entrepreneurial, but still preserve their patterned nature enabling repeated execution. This approach provides a way to reconcile the two sub-streams in dynamic capability research and preserve their ontological assumptions. Moreover, this paper extends the literature on dynamic capabilities by ascertaining how individual and group level entrepreneurial initiatives operate within a broader context.

The purpose of this paper is to investigate the measurement and the management of the dynamic aspects of intellectual capital through the use of causal mapping.

The paper details the methods utilized in a single in-depth case study of a network-based business model.

The paper illustrates how causal mapping can be used to understand how intellectual capital really works in the specific business context in which it is deployed. Moreover, exploiting the causal map as a platform for extracting a set of indicators can provide information on the length of the lag and the persistence of the effects of managerial actions. In addition, it can signal when and how to refine and update the causal map. The combination of these factors can potentially support the dynamic measurement and management of intellectual capital.

The paper presented has two main limitations. First, the use of a single case study to provide in-depth and rich data limits the generalizability of the observations. Second, the proposed approach has not been implemented in practice. Future research opportunities include interventionist-type case studies that put the causal mapping approach into practice.

The paper highlights the need to build causal maps to enhance the measurement and management of intellectual capital, which is dynamic in nature. As a consequence, this tool can be useful for monitoring the intangibles of companies and networks and to better understand the contribution their intellectual capital makes to the value creation process.

The paper openly questions the measurement of the fluid and dynamic aspects of intellectual capital. It proposes a tool for governing these aspects and it suggests that even the existing intellectual capital measurement systems can improve their usefulness by including these dimensions. So, a shift in intellectual capital measurement is prescribed.

The emergence of Internet of Things (IoT) platforms in product companies opens up new data-driven business opportunities. This paper looks at the emergence of these IoT platforms from a business-model perspective.

The study applies a mixed method with two research studies: Study I–a cluster analysis based on a quantitative survey, and Study II–case studies based on qualitative interviews.

The findings reveal that there is no gradual shift in a company's business model, but in fact three distinct and sequential patterns of business model innovations: (1) platform skimming, (2) platform revenue generation and (3) platform orchestration.

The results are subject to the typical limitations of both quantitative and qualitative studies.

The results provide guidance to managers on how to modify the components of the business model (value proposition, value creation and/or delivery and profit equation) in order to enable platforms to advance.

As IoT platforms continue to advance, product companies achieve better performance in terms of productivity and profitability, and more easily secure competitive advantages and jobs.

The paper makes three original contributions: (1) it is the first quantitative study on IoT platforms in product companies, (2) identifies three patterns of business model innovations and (3) offers a first process perspective for understanding the sequence of these patterns as IoT platforms advance.

Various literature have contextualised value co-creation concept in the music business and how that notion puts into practice in benefitting the actors in this particular business. The purpose of this paper is to review the extant literature to comprehend regarding the applicability of co-creation in music business which can be used to map and evaluate strategies used to stimulate and exercise co-creation experiences; focus from such co-creational activities; stages during which co-creation occurred; channels in which the music as cultural product is delivered; and the co-creative platform used that can be useful for practitioners as well as scholars in the music business.

Of the available academic databases that exist on the online platform, this study takes into account six scholarly databases, i.e., Emerald, EBSCO, ISI Web of Sciences, ProQuest, ScienceDirect and Scopus.

Having filtered through the initial 113 papers that fulfil the predetermined criteria, this study discovers 33 empirical journal and proceeding papers that have discussed the co-creation concept in the music context from 2011 to 2017.

The review practically implies that practitioners as well as scholars in the music or marketing field can first begin with planning and understanding the right strategy, focus, stage, channels and platforms before executing co-creational activities in the music business. This paper also speaks to the broader literature, particularly in the creative industries, that value co-creation can serve to be used to obtain monetary, experience or social value in the market using virtual and physical co-creative platforms. Other sectors in the creative industries can also infer that co-creation can be promoted and exercised through various orchestration strategies in several stages of the value chain.

This paper is the first to integrate five practical criteria as to how co-creation is applied and contextualised in the music business. It also contributes to the academic literature by presenting an exhaustive selective review of the value co-creation concept and its applicability to the music business.