In this paper we prove the case dim(V3) = 3 of a conjecture from [6] about the exterior operad Λ S 2 V d . For this we introduce a collection of natural involutions on the set of homogeneous cycle-free d-partitions of the complete graph K 2d , and show that these involutions correspond to the relations in Λ S 2 V d (2d + 1). When d = 3 this correspondence allows us to give an explicit description of a determinant-like map and to settle the above mentioned conjecture.

Value proposition can be an important source of competitive advantage for small and medium sized enterprises (SMEs). Unlike large companies which follow a rational and sequential process, developing a value proposition in an SME is instead a trial and error process. Therefore, those companies are experimenting with various options. The purpose of this paper was to identify the value strategies used by SMEs based on value dimensions and attributes and to find specific groups of SMEs with a similar market approach. We present a theoretical framework on customer value creation and customer value communication, followed by a quantitative research on 399 Romanian SMEs. We used a principal component analysis to reduce the number of choices and afterwards we ran a cluster analysis to identify the distinct groups of SMEs using specific value propositions. We found that there are three major strategic options based on customer experience, affordability and customization, and four distinct clusters: customer delight (A), multiple sources of differentiation (B), one-to-one marketing (C) and cost—effectiveness (D). Three groups use distinct value propositions—A focuses on customer experience, C on customization, D on affordability—while B mixes all of them.

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In this book, we ask readers to consider what value means in CSR (for business and society, both by drawing from the past and by looking into the future), where it comes from and how it is enacted (organizational legacies or managers’ values) and its purpose (communicative value, co-operation, community). The chapter introduces the idea of value from an economic perspective and then explores the integration of values at the core of ethical business practice and CSR activities. It also provides an overview of the chapters, including historical developments of value in CSR, how value is linked to a positive vision of the future and how it is communicated by a range of private and public organizations to various audiences. Finally, it explains how leaders’ values can drive responsible business practice and enhance social cohesion, solidarity and resilience in fractured and unequal communities.

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