Management processes and management’s role in customer value creation

Abstract

PurposeThe purpose of this paper is to study management processes within successful societal entrepreneurship to further understand the role of management in customer value creation.Design/methodology/approachManagement in three successful societal entrepreneurship initiatives has been studied. Data have been collected through interviews, direct observation, participant observation and documentation. Management tasks, activities and behaviours have been identified and analysed from a system view.FindingsThe result presents essential management processes important for societal customer value creation, their input, output and main focus. Some management processes are inter-related and are sometimes part of another management process. The management seems driven by “need”, “opportunity”, “interest” and “demand”, when creating societal customer value. From a system perspective, management has an indirect role in societal customer value creation and is important for possibilities to create societal customer value. Both the initiative and the surroundings have been found to be of importance to the management’s scope for contributing to societal customer value creation.Originality/valueThe study provides the possibility to understand and learn from management, the management processes and their role in societal customer value creation. Thereby, it describes how to successfully provide customer value to society and work with societal, environmental and sustainability issues.