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Purpose – The purpose of this paper is to analyse event management by using three value creation logics, value chain, value network and value shop. In event management, value is generated through intermediation where the dominant creation logic is a value network. However, the complexity of events and danger of unexpected problems is increasing, which, in the worst case, leads to event failure. This fact makes it necessary to change the general attitude towards this topic from risk management to uncertainty management and use the value shop in order to solve problems efficiently. Design/methodology/approach – This paper is based on the methodology of phenomenological hermeneutics which analyzes the object of study by interpreting the facticity and provides basics to generate a conceptual model. Findings – The dominant value creation logic must be changed to prevent the value network from failure in generating value, since only the value shop provides high quality problem solving. Trust not only in planning but also in the own problem-solving competence and available tools is a major part of the value shop. As a practical example of high quality problem solving, the performance of high reliability organisations can be used by event managers. Research limitations/implications – Using these hermeneutical gained logic, additional empirical research projects in event management, leadership and problem-solving competence of top managers, are promptly intended. Additionally, studies concerning competences and structures of the uncertainty management team have to be determined and developed as well as education and coaching has to be generated in order to achieve best results in problem solving. Practical implications – Practical implications of this paper are: considering the value shop as the dominant value creation logic in uncertainty management; establishing a specially trained Complex Problem-Solving Team; and considering trust to be an essential element of the value shop. Social implications – The basic job requirements a successful value net (event-) manager has to provide in such a complex system are: acting as integrator, mediator and problem solver simultaneously. Additionally event managers need to be trained to rethink the value creation logic and use the value shop within the value net to stay flexible and work successfully during their events. Originality/value – Derived from this new perspective the necessity of enhancing the implemented value creation logic according to uncertainties allows event managers to solve unexpected problems faster and more efficiently.

This conceptual paper looks into the question of what purpose and which superordinate strategic goals can be identified for higher education. Because of the large variety of different purposes and goals in the existing literature, there's a need for integrative models and frameworks that help to manage the complex challenges which higher education is facing in an increasingly complex world. Based on the theoretical perspective of Service Dominant Logic (SD-logic), a holistic higher education strategy system model is presented, allowing higher education decision makers and managers a better understanding and consequently the measurement of strategical higher education goals. Irrespective of the branch of study, the HESM can be used as a decisionmaking aid in operative tasks regarding curriculum creation and optimization of teaching and learning contents.

This conceptual paper addresses the issue of value creation in the field of higher education and presents a new theoretical perspective by assigning the Service Dominant Logic (SD-logic) and developing a higher education value framework, consisting of ten "foundational premises" for a better understanding of higher education phenomena. Furthermore, based on the theoretical findings this paper presents the Empirical Research Map as a holistic, intermediate learning-und teaching-tool that provides a navigational aid through the entire socio-scientific empirical research process and visualizes all interlinked research steps on a single DIN-A-3-sheet. The empirical research process is affected by high complexity and thus uncertainty. Students have to make many decisions and have problems in anticipating long-range and secondary effects. From a didactic perspective, the Empirical Research Map facilitates making important decisions, the anticipation of long-range and secondary effects and therefore provides additional value to researchers, teachers and students in the social sciences.

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Strategic management tools for controlling processes, decision-making, goal achievement and -measurement are useful when it comes to governing complexity and resulting uncertainties in higher education institutions (HEI). A strategy map is such a useful tool with many advantages. This article specifically develops and describes a modified strategy map for the field of executive education. This small-scale qualitative study uses a sample of MBA students at a German university in focus groups and additionally a number of German university presidents in expert interviews. As a strategic management and navigation tool for deciders a thematic analysis was implemented into an executive education strategy map (EESM). The key themes (goals) represent the different value drivers and value added perspectives of the actors society, university presidents and MBA students. The EESM integrates theoretical findings of the service-dominant logic and provides a suitable basis for a high-quality performance indicator system, for example in the form of a modified balanced scorecard to manage and control executive education offerings.