Abstract
This paper seeks to identify the strategic processes and mechanisms of value creation and value capture (VCVC). To this end, drawing on the management literatures that focus on strategic value creation, that is, resource-based theory, competitive positioning theory and stakeholder orientation theory, some theoretical insights are presented. The results of a research study carried out among 316 organisations in Poland are also presented. This research identified the VCVC processes and mechanisms that can significantly impact organisational performance. It was found strategic and market leadership potential, the control of unique resources, the ability to observe and imitate competitors, the quality of stakeholder relations and the ability to protect value by establishing suitable appropriation mechanisms have the highest influence on organisational performance. The paper concludes by discussing the implications of these findings for research and managerial practice.KeywordsValue creationValue captureOrganisational performance
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