A Model of Value Creation: Strategic View

Haksever, Cengiz; Chaganti, Rajeswararao; Cook, Ronald G.

doi:10.1023/b:busi.0000017968.21563.05

Cited by 96 publications

(66 citation statements)

References 14 publications

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“…They are also considered important sources of business retention and competitive advantage (Haksever, Chaganti, & Cook, 2004;Sánchez, Vijande, & Gutiérrez, 2010). From the perspective of a relationship between a supplier and its customer, value reflects the perception of that customer in relation to the benefits that the supplier offers, which underpins the definition of how much the customer is willing to pay for the product or service on offer.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Value Creation and Capture in Buyer-Supplier Relationships: A New Perspective

Tescari

Brito

2016

Rev. adm. empres.

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This research paper develops and tests a new model for value creation and capture in buyer-supplier relationships. In addition to including both value creation and capture in the same model, value creation is unraveled by the identification of its sources, both intrinsic and relational. Intrinsic value is the set of benefits derived from resources belonging to one party that can be captured by another party if there is a relationship between them, even if this relationship is non-collaborative. Relational value encompasses the mutual benefits that are generated as the collaboration between buyer and supplier increases. The model was tested using a survey of 127 dyads (buyer and supplier). The results indicated that both sides benefit from the total value created by the relationship, but the degree of value capture varies. The value perceived by the supplier is greater than that perceived by the buyer, which consequently encourages the former to boost its efforts even further to ensure that the relationship continues. KEYWORDS | Value creation, value capture, buyer-supplier relationships, relationship value, valuebased strategy. RESUMO RAE-Revista de Administração de Empresas | FGV/EAESP

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Section: Theoretical Backgroundmentioning

confidence: 99%

Value Creation and Capture in Buyer-Supplier Relationships: A New Perspective

Tescari

Brito

2016

Rev. adm. empres.

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“…Daft (2009) analyzed the value creation of a business through theeffective management of factors such as management strategy, business structure, and motivation for affairs to reach the highest level of management achievement [23]. Haksever (2004) found that the factors needed to create values in a business are the affairs that could improve its values indirectly, which he called, "non-financial factors." That is, he found that the time-related factors of value creation in business are quality improvement, which is a long-known factor; strategic development, human Table 2.…”

Section: Business Management Factors For Creating Business Valuesmentioning

confidence: 99%

“…resources, and long-term management strategy [24]. As mentioned, research on the factors of business value creation and their attributes was conducted from various aspects, and the findings from previous research are presented in Table 4.…”

Section: Operationmentioning

confidence: 99%

“…In detail, previous researches related to business value creation were classified in this paper into organization, finance, and operations researches. In addition, "organization management" means the management of the tangible and intangible resources of a company, including its human resources [46,47], and "finance" means the flow of liquid funds such as profit from selling products and shares [24].…”

Section: Research On Business Value Creation With Technologymentioning

confidence: 99%

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Analysis of Business Attributes in Information Technology Environments

Lee¹

2011

Journal of Information Processing Systems

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Abstract-Information technology is changing the business value chain and business systems. This situation is due to the business value chain and the value creation factors in business. Technology companies and researchers are developing new businesses, but many companies and researchers cannot find successful ways to analyze and develop a business in a specific way. In this paper, the following will be explored. First, the value creation motive in business is analyzed through a literary review. Second, business attributes are analyzed while considering the value creation motive and business factors in management. Finally, the business attributes of information technology are studied through a review of previous research that has been conducted on this topic.

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“…Lean also can accelerate throughput, reduce inventory and increase profit (Jain & Lyons, 2009). Therefore lean can initiate value creation (Haksever, Chaganti, & Cook, 2004). Value creation depends on customers point of view.…”

Section: Introductionmentioning

confidence: 99%

Lean Manufacturing Practices And Their Barriers In Small And Medium Enterprises (Smes)

Sumantri¹

2018

The European Proceedings of Social and Behavioural Sciences

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Although lean implementation has been extensively studied in large companies, research in this area is quietly limited in SME sector. Characteristic of SMEs and large manufacturers are different with respect to structure, policy, resource employee, and culture; therefore, the results of study are significantly different. Lean thinking does not provide easy applications in food industry. This fact raises the question of whether the lean implementation is feasible for companies with different characteristics, such as in food industry, particularly in SMEs. Studies in this area are still evolving and limited; therefore, study investigating lean implementation in SMEs sector is required. This exploratory study attempted to explore lean manufacturing implementation in the context of the SMEs in East Java Province of Indonesia. To collect data, this study used a structured questionnaire. The result of this study showed that lean implementation in food processing SMEs in East Java was quite low. Only 13.3% of SMEs were implementing lean manufacturing practices, and 86.7% of SMEs applied lean manufacturing occasionally. The least lean manufacturing implementation was the use of tools such as statistical process control (SPC) and Full Strategy. The higher barrier to lean manufacturing practice consisted of availability of resources; lack of training; internal resistance; variability in raw materials quality and supply. The barriers encountered by SMEs result from the characteristics of this sector and the characteristics of food processing industry.

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A Model of Value Creation: Strategic View

Cited by 96 publications

References 14 publications

Value Creation and Capture in Buyer-Supplier Relationships: A New Perspective

Value Creation and Capture in Buyer-Supplier Relationships: A New Perspective

Analysis of Business Attributes in Information Technology Environments

Lean Manufacturing Practices And Their Barriers In Small And Medium Enterprises (Smes)

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