Nonfinancial Factors as Predictors of Value Creation: Finnish Evidence

2004 ◽  
Vol 3 (3) ◽  
pp. 84-130 ◽  
Author(s):  
Erkki K. Laitinen
Keyword(s):  
Value Creation ◽  
Nonfinancial Factors

scholarly journals ESG Importance for Long-Term Shareholder Value Creation: Literature vs. Practice

2021 ◽  
Vol 7 (2) ◽  
pp. 127
Author(s):  
Ilze Zumente ◽  
Jūlija Bistrova
Keyword(s):  
Content Analysis ◽  
Performance Management ◽  
Value Creation ◽  
Qualitative Content Analysis ◽  
Shareholder Value ◽  
Mission Statements ◽  
Eastern European ◽  
Management Quality ◽  
Nonfinancial Factors

This article aims to detect how ESG adds value to the long-term shareholder value creation and to discover whether businesses are aware of positive ESG effects and, therefore, whether they will become more ESG-conscious. By conducting a qualitative content analysis on the academic literature, this article firstly aims to determine if shareholders’ value is positively affected by corporate ESG awareness. Secondly, to test whether companies are becoming more conscious about the importance of ESG, the mission statements of publicly listed Central and Eastern European (CEE) companies are compared to their decade-old versions. This analysis allows us to conclude on whether companies have shifted their attention to the ESG factors as a part of their purpose of existence and, therefore, for long-term shareholder value creation, which is one of the main goals of the exchange-listed enterprises. The content analysis results show that companies with higher sustainability awareness ensure shareholder value creation via improved financial performance, management quality as well as reduced risk metrics. Additionally, qualitative nonfinancial factors such as reputation, stakeholder trust, employee satisfaction and engagement provide an even more significant effect on the long-term value than the pure financial matters. The theoretical trend is found to be supported by the fact that sustainability practice and consumer-oriented keywords dominate the mission statements of CEE companies, while keywords related to shareholders and profit experienced the most significant decrease from 2012 to 2021. The present research is unique as it looks at how companies tend to become more ESG aware, integrating the sustainability perspective into their mission statements in response to the global sustainability trend.

Value Creation and Sport Management

2010 ◽  
Author(s):  
Sandalio Gomez ◽  
Kimio Kase ◽  
Ignacio Urrutia
Keyword(s):  
Value Creation ◽  
Sport Management

Intangibles and Value Creation in Network Agreements: analysis of Italian firms

2014 ◽  
pp. 45-70 ◽  
Author(s):  
Fabio Caputo ◽  
Barbara Livieri ◽  
Andrea Venturelli
Keyword(s):  
Value Creation

Designing a business unit and creating the first ever responsive kitchen

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Paolo FESTA ◽  
Tommaso CORA ◽  
Lucilla FAZIO
Keyword(s):  
Value Creation ◽  
Product Innovation ◽  
Research Laboratory ◽  
Direct Relationship ◽  
Multidisciplinary Approach ◽  
Design Thinking ◽  
Business Unit ◽  
Qualitative And Quantitative Analysis ◽  
Qualitative And Quantitative ◽  
The Relationship

Is it possible to transform stone into a technological and innovative device? The meeting with one of the main stone transformers in Europe produced the intention of a disruptive operation that could affect the strategy of the whole company. A contagious singularity. By intertwining LEAN methodologies and the human-centric approach of design thinking, we mapped the value creation in the company activating a dialogue with the workers and the management, listening to people, asking for ambitions, discovering problems and the potential of production. This qualitative and quantitative analysis conducted with a multidisciplinary approach by designers, architects and marketing strategists allowed us to define a new method. We used it to design a platform that could let all the players express their potential to the maximum. This is how the group's research laboratory was born, with the aim of promoting the relationship between humans and stone through product innovation. With this goal, we coordinated the new team, developing technologies that would allow creating a more direct relationship between man and surface, making the stone reactive. The result was the first responsive kitchen ever.

Change of Attitude, Technology and Practice: Identifying the Change for Increased Value Creation with Customer Co-creation

2017 ◽  
Vol 5 (1) ◽  
pp. 70-82
Author(s):  
Soumi Paul ◽  
Paola Peretti ◽  
Saroj Kumar Datta
Keyword(s):  
Social Media ◽  
New Product Development ◽  
Value Creation ◽  
Large Scale ◽  
Customer Orientation ◽  
Customer Relationships ◽  
Future Research ◽  
Management Competencies ◽  
Business Decisions ◽  
Prime Concern

Building customer relationships and customer equity is the prime concern in today’s business decisions. The emergence of internet, especially social media like Facebook and Twitter, changed traditional marketing thought to a great extent. The importance of customer orientation is reflected in the axiom, “The customer is the king”. A good number of organizations are engaging customers in their new product development activities via social media platforms. Co-creation, a new perspective in which customers are active co-creators of the products they buy and use, is currently challenging the traditional paradigm. The concept of co-creation involving the customer’s knowledge, creativity and judgment to generate value is considered not only an upcoming trend that introduces new products or services but also fitting their need and increasing value for money. Knowledge and innovation are inseparable. Knowledge management competencies and capacities are essential to any organization that aspires to be distinguished and innovative. The present work is an attempt to identify the change in value creation procedure along with one area of business, where co-creation can return significant dividends. It is on extending the brand or brand category through brand extension or line extension. This article, through an in depth literature review analysis, identifies the changes in every perspective of this paradigm shift and it presents a conceptual model of company-customer-brand-based co-creation activity via social media. The main objective is offering an agenda for future research of this emerging trend and ensuring the way to move from theory to practice. The paper acts as a proposal; it allows the organization to go for this change in a large scale and obtain early feedback on the idea presented. 

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