scholarly journals BUSINESS VALUE CREATED BY MANAGEMENT ACCOUNTING

2018 ◽  
Vol 6 ◽  
pp. 76-80
Author(s):  
Marius Costin Daraban
Keyword(s):  
Value Creation ◽  
Value Chain ◽  
Management Accounting ◽  
Value Added ◽  
Business Value ◽  
Business Organization ◽  
Creation Process ◽  
Value Contribution ◽  
Business Support ◽  
Value Creation Process

Porter stated in his value chain concept that business support activities are contributing to the value creation process of a business organization. In the “classical view” business support activities are considered as indirect productive and not having a clear and direct contribution to the business organization value chain. The information age has enabled and leveraged business support activities to become decisive contributors to the value creation process of any business. Can this value contribution be somehow determined or quantified? Management accounting is a classical business support activity that contributes to the business organization value chain. Through usage of value management and value driven performance indicators, the value contribution can be determined and quantified.  The present paper is highlighting one possible alternative to determine the value contribution by using indicators like economic value added and economic profit. The value-based approach is putting indirect productive business activities into a new position, the one of a clear and important business value creator that cannot be ignored in the 21st century, a century driven by data, a nd information and knowledge that can sustain a decisive sustainable competitive advantage.

Is property management viewed as a value-added service?

2019 ◽  
Vol 37 (2) ◽  
pp. 262-274 ◽  
Author(s):  
Dustin C. Read ◽  
Andrew Carswell
Keyword(s):  
Real Estate ◽  
Value Creation ◽  
Value Added ◽  
Professional Service ◽  
Property Management ◽  
Individual Property ◽  
Content Type ◽  
Creation Process ◽  
A Value ◽  
Value Creation Process

PurposeThe purpose of this paper is to examine the perspectives of real estate executives to assess the extent to which property management is viewed as a commodity or as a value-added professional service contributing positively to investment performance and property value maximization.Design/methodology/approachThe qualitative analysis draws on the result of 93 semi-structured interviews conducted with executives employed by some of the largest real estate investment management and service firms across the USA.FindingsThe findings suggest that significant perceptual cleavages exist in the real estate industry, with some executives believing property managers are incredibly important to the value creation process and others believing they play a much more modest role.Practical implicationsThe results highlight the need for the property management industry as whole to continue its efforts to gain recognition as a value-added professional service and for individual property management companies to actively take steps to differentiate themselves from competitors if they hope to avoid commodification and fee compression.Originality/valueThe study is the first to the authors’ knowledge to examine real estate executives’ perspectives about the roles property managers play in the value creation process, as well as their views about whether property managers have the skills and autonomy required to make value accretive decisions.

scholarly journals Model of Axiological Dimension Risk Management

2016 ◽  
Vol 8 (1) ◽  
pp. 211-226
Author(s):  
Ewa Kulińska
Keyword(s):  
Risk Factors ◽  
Risk Management ◽  
Value Creation ◽  
Synergistic Effects ◽  
Value Added ◽  
Research Area ◽  
Creation Process ◽  
Individual Concepts ◽  
New Research ◽  
Value Creation Process

Abstract It was on the basis of the obtained results that identify the key prerequisites for the integration of the management of logistics processes, management of the value creation process, and risk management that the methodological basis for the construction of the axiological dimension of the risk management (ADRM) model of logistics processes was determined. By taking into account the contribution of individual concepts to the new research area, its essence was defined as an integrated, structured instrumentation aimed at the identification and implementation of logistics processes supporting creation of the value added as well as the identification and elimination of risk factors disturbing the process of the value creation for internal and external customers. The base for the ADRM concept of logistics processes is the use of the potential being inherent in synergistic effects which are obtained by using prerequisites for the integration of the management of logistics processes, of value creation and risk management as the key determinants of the value creation.

The hybrid discourse on creative tourism: illuminating the value creation process

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhaoyu Chen ◽  
Xiaolian Chen ◽  
Barry Mak
Keyword(s):  
Value Creation ◽  
Service Sector ◽  
Critical Role ◽  
Value Added ◽  
Creative Industries ◽  
Future Research ◽  
Essential Information ◽  
Content Type ◽  
Creation Process ◽  
Value Creation Process

Purpose This paper aims to identify the nature of creative tourism and the roles of interrelated concepts especially those of creative industries in the value creation process, by analyzing the trends in existing practices. Design/methodology/approach Based on a thorough literature review of the multidisciplinary “creative” related research, this paper provides a conceptual insight of the value creation process in creative tourism. Findings A conceptual framework is provided to consolidate the value creation process of a creative economy by considering the nature of creative tourism and interrelated concepts. Research limitations/implications This study contributes to the literature because it provides a valid research base and insights for future research, based on a clear perspective that amalgamates essential information. Practical implications Creative tourism offers immense opportunities in the global context as tourists are constantly looking for new experiences and opportunities. This study provides insights for creative workforces, entrepreneurs and organizations in formulating appropriate management and marketing strategies by considering all relevant components and the roles they can play to capitalize on this opportunity. Originality/value Creative industries play a critical role in introducing new strategies in the service sector by enabling an upgrade of value-added activities to those that are currently offered, in a sustainable manner. However, studies so far have not taken into consideration the nature of the sector and have not attempted to clarify its relevance (for example, creativity, creative industries and creative workforces) in the value creation process. The study contributes to filling the gap from a conceptual perspective.

Schumpeterian Customers? How Active Users Co-create Innovations

2018 ◽  
Author(s):  
Gernot Grabher ◽  
Oliver Ibert
Keyword(s):  
Economic Geography ◽  
Value Creation ◽  
Value Chain ◽  
New Paradigm ◽  
Creation Process ◽  
Value Creation Process ◽  
Innovation Processes

Up until recently, the role of the customer in economic geography seems to have been confined to a passive recipient of products at the end of the value chain. Innovation, in particular, has been conceived as an affair within and between firms. More recently, however, this traditional perception has been challenged. Consumers, in fact, are no longer seen as mere buyers of commodities but are more and more perceived (and perceive themselves) as competent users who contribute valuable knowledge to innovation processes and who have the power and capacity to intervene at all stages in the value creation process. Value co-creation has emerged as a new paradigm that signifies this transformation of the role of consumers. The prime aim of this chapter is to map out the evolving terrain of value co-creation and to draw conclusions for economic geographical inquiry into innovation processes.

The Value Creation Process in Networked Organizations

2011 ◽  
pp. 1743-1749
Author(s):  
Jengchung V. Chen ◽  
Yu-Hsiang Wang
Keyword(s):  
Value Creation ◽  
Value Chain ◽  
The Other ◽  
Value Drivers ◽  
Creation Process ◽  
Other Hand ◽  
Resources And Capabilities ◽  
And Control ◽  
Value Creation Process ◽  
Networked Organizations

The concept of the organizations as value creators is not new. The capacity to create value in a sustainable way is just recognized to the organizations that are able to innovate and to find other forms of continuously combining their resources, capabilities, and processes. Value creation corresponds to a complex exercise that appeals to a global and transversal analysis of the organization and its environment as well as to the knowledge and control of the variables that leads or affects its creation (value drivers) or destruction. For a question of efficiency and/or flexibility, organizations cannot perform all value chain activities and do it in a better way. Concentration in activities or knowledge areas in which they are competent enough and rely on the other members of the network’s other responsibilities is a way to strengthen their own resources and capabilities; at the same time they preserve the flexibility to face change. On the other hand, firms do not control all the fundamental resources needed for the value creation process. In this way networks are not only important, but also critical to the success, or even the survival of the organization.

Understanding the Business Value Creation Process for Business Intelligence Tools in the UAE

2019 ◽  
pp. 55-88
Author(s):  
Afrah Afrah Ahmed ◽  
◽  
Shafiz Affendi Mohd Yusof ◽  
Farhad Oroumchian ◽  
◽  
...  
Keyword(s):  
Value Creation ◽  
Business Intelligence ◽  
Business Value ◽  
Creation Process ◽  
Value Creation Process

scholarly journals Analysis of Value Creation Process of Platform-driven Scientific and Technological Innovation Value Chain: the Perspective of Informationization

2021 ◽  
Vol 257 ◽  
pp. 02014
Author(s):  
Sheng Ya ◽  
Liu Yue ◽  
Zhang Shu Man
Keyword(s):  
Technological Innovation ◽  
Value Creation ◽  
Value Chain ◽  
Technology Innovation ◽  
Science And Technology ◽  
Experimental Development ◽  
Creation Process ◽  
Research Platform ◽  
Innovation Platform ◽  
Value Creation Process

At present, the innovation environment of science and technology innovation platform is constantly changing, which has gradually changed from the situation of science and technology innovation among single elements to the information comparison among the whole innovation value chain. In this paper, science and technology innovation platform is divided into four types: pure research platform, industrial technology research platform, business incubation platform and public service platform. It deeply analyzes the informationization process of innovation value chain driven by science and technology innovation platform, including basic research, applied research, experimental development and commercialization. By analyzing the role of knowledge capital, technology capital, venture capital and other information resources in science and technology innovation platform, it explores the value flow among platforms. It is found that the stock capital and variable capital of scientific and technological innovation are not a transformation, but realize the increment and cyclic accumulation of income along the innovation chain step by step. The research expands the analysis scope of informatization theory, combs the value creation process of science and technology innovation platform, and contributes to risk avoidance and benefit distribution.

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 Differences in Disclosure of Integrated Reports at Energy and Non-Energy Companies

Energies ◽  
2021 ◽  
Vol 14 (5) ◽  
pp. 1253
Author(s):  
Maja Piesiewicz ◽  
Marlena Ciechan-Kujawa ◽  
Paweł Kufel
Keyword(s):  
Ownership Structure ◽  
Value Creation ◽  
Energy Sector ◽  
Financial Data ◽  
Integrated Reporting ◽  
Creation Process ◽  
And Performance ◽  
Energy Companies ◽  
The Impact ◽  
Value Creation Process

Integrated reports combine financial and non-financial data into a comprehensive report outlining the company’s value creation process. Our objective is to find the completeness of disclosures, which is a crucial aspect of an integrated report’s quality. This study contributes to the integrated reporting examination by identifying quantitative and qualitative gaps when applying Integrated Reporting standards, focusing on the energy sector. We conducted the study on 57 published integrated reports of listed companies in Poland. The content of each report was examined for 49 features divided into eight areas. We identify the strengths and weaknesses of current reporting performance and the impact of the company’s sector on reports’ quality. We noted that there are significant differences among the areas. The major problems concern implementing IIRC’s framework on the connections between the business model and the organization’s strategy, risks, opportunities, and performance. Our research also noted that the level of specific disclosures might be related to a company’s ownership structure. We investigated the significance of differences among companies from the energy and non-energy sectors using statistical methods. As a result of the study, we obtained that disclosures’ completeness depends on the operation sector. The companies in the energy sector publish higher-quality integrated reports than companies in the other sectors.

Charity Sport Event Sponsorship as Value Creation Strategy: An Event Participant Perspective

2021 ◽  
pp. 1-14
Author(s):  
David Fechner ◽  
Kevin Filo ◽  
Sacha Reid ◽  
Robyn Cameron
Keyword(s):  
Multiple Sclerosis ◽  
Value Creation ◽  
Service Provider ◽  
Internet Service Provider ◽  
Sport Event ◽  
Internet Service ◽  
Creation Process ◽  
Semistructured Interviews ◽  
Sport Events ◽  
Value Creation Process

Sponsoring charity sport events (CSEs) represents an opportunity for businesses to achieve a variety of marketing objectives. Event sponsors need to promote their brand in an authentic manner because CSE participants may be skeptical of the sponsor if they believe the organization is supporting the event solely for commercial purposes. The current research examines the perceptions that CSE participants have for a sponsor’s contribution to the value creation process of the event. Semistructured interviews (N = 17) were conducted with MS (multiple sclerosis) Moonlight Walk 2018 participants to explore how this key stakeholder perceives the contribution of the sponsor (Harbour ISP [Internet service provider]) in the event experience. Five themes were uncovered: raising CSE awareness, cultivating a fundraising network, engaging authentically, celebrating constituents, and providing operational support. Building on the findings of this research, CSE managers and sponsors should work to share the story behind their partnership while integrating event participants in the development of the sponsorship program.

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