The interplay of value creation and managerial competencies

2014 ◽  
pp. 567-571 ◽  
Author(s):  
Amran Rasli ◽  
Nadhirah Norhalim ◽  
Tan Kowang ◽  
Nik Mustaffa
Keyword(s):  
Value Creation ◽  
Managerial Competencies

scholarly journals Applying managerial competencies to overcome business constraints and create values: Evidence from small technology-based firms in Malaysia

2015 ◽  
Vol 2 (2) ◽  
pp. 22-28
Author(s):  
Amran Md Rasli ◽  
Nadhirah Norhalim ◽  
Tan Owee Kowang ◽  
Muhammad Imran Qureshi
Keyword(s):  
Value Creation ◽  
Value Added ◽  
Learning Culture ◽  
Added Value ◽  
Managerial Competencies ◽  
Creation Process ◽  
Different Types ◽  
Document Review ◽  
Depth Interviews ◽  
Value Creation Process

Study analyzed how technology based frims apply resource-based theory of organizational competitiveness in Malaysia. Data has been collecteted through in-depth interviews, document review and observation. A sample of 13 companies has been adopted for study. The interplay of value creation and managerial competencies as the drivers of competitiveness to overcome business constraints with the perspective of time has been studied. Study investigate three different types of organizational compitencies required to adress four type of organizational constrains which limitize value creation process in the organization. There are few firams who demonstrate the capabalities to compete globally . We propose that Malaysian companies embrace the concept of learning culture to be the driver for the attainment of high value added value creation and managerial competencies whilst overcoming the business constraints faced.

scholarly journals Relationship and digital competencies of individuals in value creation in the Polish digitized environment

2021 ◽  
Vol 8 (4) ◽  
pp. 463-480
Author(s):  
Milena Ratajczak-Mrozek ◽  
Marcin Wieczerzycki ◽  
Aleksandra Hauke-Lopes
Keyword(s):  
Value Creation ◽  
Small Company ◽  
Case Study Method ◽  
Managerial Competencies ◽  
Novel Approach ◽  
Managerial Implications ◽  
Digital Competencies ◽  
The Individual

The aim of this paper is to indicate how the relational and digital competencies of individuals impact value creation processes during a cooperation between companies in a digitized environment. The paper applies the case study method and analyzes a digitized small company operating in Poland and its cooperators (confectionery shops, end commercial businesses, and individual customers). The study contributes to the literature on individual and managerial competencies by addressing both the relational and digital competencies of individuals needed for value creation. It proposes a novel approach to the conceptualization of individuals’ relational and digital competencies needed for value creation in a digitized environment by companies from both digital and traditional industries. It also presents managerial implications and identifies the individual relational and digital competencies of Polish managers that are needed to create value in a dynamic, digitized environment.

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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