Journal of Creating Value

Currently, healthcare is worldwide one of the most critical service domains, dealing with human being health and well-being. Its importance and significance are also reflected through the Agenda 2030 and its SDGs, which point to guarantee health and well-being for all at all ages. In this sense, this article aims to better investigate if and how specific paths of value creation contribute to healthcare sustainability. The analysis has been conducted assuming a system perspective, which led to approach those dynamics, supported digital technologies and platforms, that boost the sustainability of complex service systems such as healthcare. To this end, a case study analysis has been conducted, investigating the potential of a digital platform in boosting an ongoing path of value creation able to contribute to short- and long-term sustainability of healthcare domain and of the related services. The results of this analysis pointed out that digital platforms can acts as value generation enablers, paving the way for the definition of sustainable paths of value creation.

There is a gap of knowledge between practitioners about the off-site construction. For this reason, the Manni Group case study presented in this article highlights the positive role of dissemination as business value proposition support in the context of off-site construction industry. The Manni Group involved opinion leaders, professionals, universities and industrial partners in a network of dissemination that, going beyond the concept of advertising, it generated a multiple effect of value creation between the direct and indirect involved stakeholders. Dissemination emerges as a model of action that creates impacts on cultural change. It is scalable and applicable in many areas where actors have the right competences to manage the dissemination. Wherever there is a knowledge gap or friction towards new techniques and methodologies, the model is able to create value for companies and stakeholders involved in the emerging network.

This study aims to investigate whether and how institutions can contribute to generate value at a territorial level and in which way this value may fit with value-in-business. Starting from the conceptualization of value generation and its relationship with territorial development according to service ecosystem perspective, this study aims to present and discuss an experimental project carried out in a specific Italian area to better understand these main theoretical issues. Specifically, the Sicily region is significant for the genetic factors of the context, linked to a social and cultural structure which, despite the presence of numerous obstacles to socio-economic development, strengthen the path of ‘multi-actor and multi-level’ involvement, which implies the active participation of a plurality of local actors essential to generate value for the territory and for business.

Over the years, value co-creation practices have become increasingly more important by supporting collaborative interactions and the achievement of sustainable and mutual competitive advantage between the ecosystem’ actors. In this direction, the oil and gas industry is proposing a sustainable re-use of offshore platforms based on value co-creation and resources exchange between the actors involved. According to this consideration, this work aims at re-reading the decommissioning of offshore platforms in the light of value co-creation practices, trying to capture the factors that governments and companies can leverage to pursue a sustainable development of local communities. To reach this goal, this work follows an exploratory approach by using, in particular, the case study. Specifically, one of the most notably projects in the Italian context have been chosen, the Paguro platform, in order to provide empirical insights into the nature of these value co-creation processes. Five value co-creation practices have been identified which highlight the importance of synergistic efforts of institutions, companies and technology-based platforms for improving the ability to co-create and capture value in the process of decommissioning. This exploratory work establishes a foundation for future research, and offers theoretical and managerial guidance in this increasingly important area.

An invaluable feature of the approach developed by AT&T to providing superior value to their customers has been the best-practice process that drove the cycle of continuous improvement, based on the concept of a value tree. This process has since lent itself readily to the task of creating superior value for other stakeholders. Culture and its various categories such as safety culture or risk culture are key drivers of value for several different stakeholder groups. The purpose of this article is to show how the same stakeholder value management process, with a judicious adaptation of a value tree, works well when applied to the task of managing culture, and so opens up new pathways for managers to explore in the endless pursuit of business improvement. A comparative analysis demonstrates how it improves on other current methods in widespread use, in particular avoiding a shortcoming in the wide range of methods deriving from the Safety Awareness Questionnaire.

This is an era of profound changes in the businesses management and in people’s life. Many companies need to survive, recover and find new ways to create value for stakeholders. A focus on service is an imperative for that purpose, but it is necessary to harmonize this focus with a right understanding about the creation of value in the organizational reality according to the new era. As new technologies are replacing, facilitating and complementing the work of service employees more than ever, it is crucial reorienting the value that service can add. Our task is rethinking the main forces for establishing a focus on service in order to create consistent value. We focus on service culture and climate as the forces that need to be integrated for conveniently connecting with the organizational dimensions for creating value. Through an anthropological analysis and the case methodology we can understand the connection among the key organizational dimensions and the value they create: (a) to obtain sufficient incentives and resources-economic value, (b) to develop the organizational capability-social value and (c) to forge trust and commitment to the mission-ethical value. We extend current conceptualizations about climate and culture focused on creating value and share our reflections about the required connections for consolidating an integrated value, suggesting some managerial implications for that purpose.