Value Shop Research Articles

Reconsidering Patient Value to Create Better Healthcare

Healthcare can be seen as a value shop, in which solutions to health problems are offered in exchange for valuable contributions. However, the full value exchange between the healthcare provider and the patient is not always apparent. The value shop concept runs the risk of considering only what the patient pays (i.e., money, either paid by the patient or reimbursed by the government) while ignoring another important value, data. Yet without this data, the patient’s problem cannot be solved. This article offers a new paradigm in which a health provider can deliver better value by integrating all dimensions of the provider’s and patient’s value.

The Stakeholder Value Delivery Model

Purpose: The purpose of this paper is to argue the need for better conceptual models for value delivery in construction projects and to introduce one such model Research Method: Conceptual Research Findings: The paper introduces the idea of project value configuration and presents a conceptual model for value shop configured projects Limitations: This is a conceptual paper and a theoretical contribution. alue for practitioners: Gain a better understanding of value delivery mechanisms in projects Keywords: lean construction, theory, tfv, value, value delivery, conceptual model Paper type: Main paper

Global competition of an organization: Managerial analysis of IBM’s global operations under the concepts - value chain, value network and value shop

Globalization has been one of the strategies many organizations looking to achieve competitive advantage in their markets of operation have been implementing. It has been in existence since the Europeans and Americans started to move into other continents to conquer nations within those continents. Globalization involves the movement of an organization to other parts of the globe in order to utilize the opportunities normally available in those countries for manufacturing of products and trading. There are many strategies through which organizations could use to go global. However the most popular strategies are alliances, acquisitions, mergers and joint ventures. Most organizations which go global usually look for how they could cut cost by utilizing the cheaper natural and human resources available in those countries for production of goods and services. These organizations which go global are called multi-national companies (MNCs), as they usually have assets in the countries they operate from. Some organizations have been able to benefit substantially from globalization, whilst others not. The successful organizations have been able to achieve competitive advantage and some of them have even been able to attain sustained competitive advantage in their fields of operation.

Сервитизация промышленности: новая реальность

A significant increase in the use of services is observed for some industries in GVCs (Global Value Chains). The paper has shed light on important dimension of the servitization which is the sale and export of services by manufacturing firms, often bundled together with goods. Firm-level data confirm that many firms are involved both in the production of goods and services and that there are complementarities between these activities. Not only manufacturing firms are involved in the distribution, transport and logistics services needed for their international operations in GVCs but also, they provide installation, maintenance, repair services as well as a variety of other business support and complementary services that increase value for their customers. The servitization has important policy implications, particularly when taking into account the fact that trade in services is generally more restricted than trade in goods. As the lines between goods and services are blurred, economic policy today might be more challenging than in the past, particularly for companies moving to new business models that imply more interactions with customers and a more intensive use of digital technologies. Services themselves are split into different modes of supply for which there are different levels of economic policy. A closer look at the mechanisms of value creation in the case of services suggests that there are still the needs of new economic policy addressed at business models described as value networks or value shops. As technologies become more disruptive and more companies move to ‘servicified’ GVCs, the need for a more consistent international economic policy regime, particularly at the multilateral level, will become more urgent.

COproduction VALUE creation in healthcare service (CO-VALUE): an international multicentre protocol to describe the application of a model of value creation for use in systems of coproduced healthcare services and to evaluate the initial feasibility, utility and acceptability of associated system-level value creation assessment approaches

IntroductionCoproduction introduces a fundamental shift in how healthcare service is conceptualised. The mechanistic idea of healthcare being a ‘product’ generated by the healthcare system and delivered to patients is replaced...

Value-Constellation Innovation by Firms Participating in Government-funded Technology Development

ABSTRACT This study examined service firms participating in technology development programs sponsored by the government. Our objective was to identify means by which these firms can enhance service value, with particular focus on value constellations. We used a qualitative approach to investigate four case studies of firms in Taiwan. We found that value-constellation innovation combines multiple types of value creation (i.e., value chains, value shops, and value networks) through application of information-and-communication technology. Analysis from the perspective of service-dominant logic promotes understanding of the development of network relationships among firms in the relevant value constellations and government agencies which are investing in information-and-communication technology. We also highlight three areas that deserve further attention: reconfiguring value systems, leveraging technology, and redefining government roles in value constellations.

Providing healthcare through “value shops”: impact on professional fulfilment for physicians and nurses

PurposeThe purpose of this paper is to empirically explore and demonstrate the ability of healthcare professionals to attain professional fulfilment when providing healthcare inspired by “value shops”.Design/methodology/approachA qualitative case study incorporating interviews and observations was conducted.FindingsThe empirical data suggest that the professional fulfilment of both physicians and nurses is facilitated when care is organized through “value shops”. Both groups of professionals state that they are able to return to their “professional core”.Originality/valueThe beneficial outcomes of organizing healthcare inspired by the “value shop” have previously been explored in terms of efficiency and quality. However, the professional fulfilment of healthcare professionals when providing such care has not been explicitly addressed. Professional fulfilment is vital in order to safeguard high-quality care, as well as healthcare professionals' involvement and engagement in implementing quality improvements. This paper highlights the fact that care provision inspired by the “value shop” may facilitate professional fulfilment, which further strengthens the potential positive outcomes of the “value shop” when utilized in a healthcare setting.

Value Creation within AI-enabled Data Platforms

With digitalization, new type of firms—the so-called business platforms—emerged as a central hub in two-sided markets. As business platforms do not ‘produce’ products or services, they represent a new model of value creation that raises the question about the core nature of a firm in the twenty-first century, when ‘data is the new oil’. At the end of the twentieth century, the concept of ‘value chains, value shops and value networks’ represented the latest development about internal value creation in a firm, but lacked any discussion about information technology (IT) or even ‘data as raw material’. This digital approach to monetarize aggregated data sets as internal core function of a firm needs more clarification, as value creation ‘without production’ is a shift of paradigm. This article starts with the concept of ‘value chains, value shops and value networks’, extends this to current IT and includes business platforms within an integrated framework of internal value creation in a firm. Based on this framework and the current development of leading-edge artificial intelligence (AI), this framework is applied to forecast the development towards ‘AI-enabled data platforms’, which are not covered by traditional economic theories. This article calls for more research to clarify the impact of such data-based business models compared to production-based models.

“Chains, shops, networks” – Organizing efficient patient flows in hospitals

Introduction: This paper addresses the challenges of organizing health work based upon principles of “patient flows” – as a contrast to the structure of hospital organizations based upon functional principles. We ask how new approaches to work process organization principles are adopted in hospitals, and to which extent, and how, “process perspectives” will address the complexities of health work in hospitals. Theoretical considerations: “Process perspectives”, referred to as clinical pathways, patient pathways or value chains are basically related to linear approaches to work flows. The linear value chain approach has been criticized for being too simple to structure complex organizations in general - but still has a major impact on our understanding of hospital work organizations. Here, we discuss how alternative models – based upon “chain”, “network” and “shop” models as organizing principles might be reflected in work organization studies. Methodology: The study referred to here is based upon research in one modern hospital in Norway – opened during end 2015. In the public presentations of the new hospital, references to “value chain”, “value network” and “value shop” concepts are focused. During the autumn 2015, we conducted 20 semi-structured interviews with managers and leaders, including union representatives in the “old” hospital, followed by interviewing these managers one year later. The interviews focused upon several themes relating to the contrasts between organizing the two hospitals, including to which extent and how new work organization principles – based upon the concepts of chain, network and shop, actually could be identified within the new hospital. We asked how these principles materialized and worked as guidelines for organizing, and the experiences for professional work and management within the context of these models. Findings: Still at a preliminary phase of the analysis, the interviews indicate that most managers did not – as a contrast to top level managers – generally know about the theoretical background/conceptualizations of the three models upon which the hospital is organized. Still, these models were reflected in the design of departments and activities at different locations in the hospital: the “chain model” was a major issue for efficient workflows related to clinical pathways for different diagnoses. The network model was referring to the generic approach to information technology at different levels in the organization. The workshop model was identified with 3 – 4 organizational innovations in particular. These were mainly multi-professional teams were specialists in somatic and psychiatric medicine coordinated treatment strategies towards elderly with mental health/somatic diseases, patients with obesity diagnoses, and plans for a new admission center. Implications for future research: From a theoretical perspective, these efforts to identify different approaches to “value” based work organization has a potential to increase our knowledge on the rather abstract models on “chain”, “network” and “shop” respectively. The identification of these models at different locations in the hospital structure will be followed by case studies addressing implications for professional work and challenges for management. Limitations: There are certain limitations to the generalizability of this study given it is designed as a single case study.

Business models and organization design

Despite a voluminous literature, business model research continues to be plagued with problems. Those problems hinder theory development and make it difficult for managers to use research findings in their decision-making. In our article, we seek to make three contributions. First, we clarify the theoretical foundations of the business model concept and relate them to the five elements of a business model: customers, value propositions, product/service offerings, value creation mechanisms, and value appropriation mechanisms. A clear definition of a business model enables theory to develop systematically and provides coherent guidance to managers. Second, we suggest that value configuration is a contingency variable that should be included in future theorizing and model building. Each of the elements of a business model is affected by a firm's value configuration depending on whether the firm is a value chain, value shop, or value network. Third, we link business models to organization design. We show how organization design is affected by value configuration and how new collaborative organizational forms enable open and agile business models. We derive the implications of our analysis for future research and management practice.

“Expect the unexpected”

Purpose– The purpose of this paper is to analyse event management by using three value creation logics, value chain, value network and value shop. In event management, value is generated through intermediation where the dominant creation logic is a value network. However, the complexity of events and danger of unexpected problems is increasing, which, in the worst case, leads to event failure. This fact makes it necessary to change the general attitude towards this topic from risk management to uncertainty management and use the value shop in order to solve problems efficiently.Design/methodology/approach– This paper is based on the methodology of phenomenological hermeneutics which analyzes the object of study by interpreting the facticity and provides basics to generate a conceptual model.Findings– The dominant value creation logic must be changed to prevent the value network from failure in generating value, since only the value shop provides high quality problem solving. Trust not only in planning but also in the own problem-solving competence and available tools is a major part of the value shop. As a practical example of high quality problem solving, the performance of high reliability organisations can be used by event managers.Research limitations/implications– Using these hermeneutical gained logic, additional empirical research projects in event management, leadership and problem-solving competence of top managers, are promptly intended. Additionally, studies concerning competences and structures of the uncertainty management team have to be determined and developed as well as education and coaching has to be generated in order to achieve best results in problem solving.Practical implications– Practical implications of this paper are: considering the value shop as the dominant value creation logic in uncertainty management; establishing a specially trained Complex Problem-Solving Team; and considering trust to be an essential element of the value shop.Social implications– The basic job requirements a successful value net (event-) manager has to provide in such a complex system are: acting as integrator, mediator and problem solver simultaneously. Additionally event managers need to be trained to rethink the value creation logic and use the value shop within the value net to stay flexible and work successfully during their events.Originality/value– Derived from this new perspective the necessity of enhancing the implemented value creation logic according to uncertainties allows event managers to solve unexpected problems faster and more efficiently.

The KPIs of Productivity Growth for Enterprises of Different Value Creation Types

Taking Thompson's (1967) and Porter's (1980) concepts as the foundation, summarized the way enterprises create value as three types: value chain, value shop, and value network. Although scholars have written about KPIs to increasing productivity in specific industries, there is a lack of comparative studies on how to increase productivity in industries of different value creation types. For this purpose, this study selected two companies of each value creation type to discuss their KPIs to increasing productivity. It delineated the KPIs for different types of value creation enterprise type and found that transforming more value chain type department function towards value shop and value network can effectively increase productivity. This point can make up for the shortcomings of scholars such as , and Porter (1980) with respect to the “how to strengthen enterprise value creation” mechanism and discussion, and can be regarded as an important contribution of this study.

Managing Organizational Social Capital through Value Configurations

AbstractNonprofits are said to serve as places for the reproduction of social capital. However, little is known about how to manage social capital in a nonprofit. This article presents a theory‐based perspective on how to plan, execute, and measure social capital production in a nonprofit organization. By using the concept of value configurations as a method to analyze and describe the creation of organizational social capital, bonding and bridging social capital can be managed in alternative ways. In a value shop framework, the participants are more homogeneous, and growth is heavily based on referrals and reputation as well as the quality of the members. Organizations managed as value shops will foster bonding social capital. In contrast, a value network framework incorporates more likely heterogeneous, multilevel participants that add legitimacy to the network. Organizations in this framework will strengthen the evolution of bridging social capital.

The package logic: A study on value creation and knowledge flows

The analysis of how value is created is often associated with the value chain, a framework that aligns resources and activities into deliveries. However, it is questionable whether the value chain logic is applicable to all firms. As a consequence, the value shop model has been suggested to meet the critique of the chain logic. This article addresses the topic of value creation logics and value configurations by challenging the value chain and the value shop perspectives. The aim is to identify a new value configuration, and define its associated value creation logic positioned between the chain and shop logics. By bringing in research on knowledge flows we identify a distinct new configuration and logic in order to provide a better understanding and a better basis for analyzing cost and value aspects of firms acting on industrial markets.

Crime mapping in police value shops: the Pocket Man case of child sexual abuse

It took Norwegian police 32 years to capture the Pocket Man who was responsible for more than 100 sexual abuses over that same time period. This article presents a study of the police investigations of the abuses by applying the value shop configuration. Primary activities in the value shop are (i) problem definition; (ii) investigation steps; (iii) investigation decision; (iv) investigation implementation; and (v) police performance evaluation. As discussed in this article, each value shop activity had serious deficiencies in the investigations of Pocket Man cases. The police investigation is evaluated based on modus operandi and signature as well as crime mapping using geographical information systems.

Police service in the value shop configuration

PurposeThe purpose of this paper is to demonstrate the value shop configuration in police service for a criminal case.Design/methodology/approachAn evaluation of a criminal case is presented.FindingsIt took Norwegian police 32 years to capture the Pocket Man who was responsible for more than 100 sexual abuses of boys over that same time period. Primary activities in the value shop applied to the case are: problem definition; investigation steps; investigation approach decision; investigation implementation; and police performance evaluation.Originality/valueBased on an actual crime case, value configuration analysis demonstrates substantial potential in future policings.

Value creation logics and resource management: a review

PurposeThe purpose of this paper is to locate different value creation logic contingencies within the resource management framework. While Sirmon et al. discuss how external environmental contingencies, such as environmental munificence, impact resource management, this paper aims to discuss a second key contingency; that is how the firm's choice of value creation logics impacts its resource management choices. This paper seeks to argue that management of the firm's resources and capabilities is contingent on the value creation logic employed by the firm.Design/methodology/approachThis paper reviews three value creation logics: value shop, value network, and value chain and then integrates them within the resource management framework.FindingsA review of extant literature indicates that value shop firms, value network firms, and value chain firms enact very different environments and thus require very different resources and capabilities to support their value creation approaches. It is argued that Sirmon et al.'s resource management framework should reflect these differences.Research limitations/implicationsThis paper points to new directions for research in value creation logic theory and provides a basis for future empirical work.Practical implicationsThis paper argues that a mismatch between a firm's value creation logic and its resource management practices will have an adverse impact on the firm's performance.Originality/valueThis study is one of the first to integrate Stabell and Fjeldstad's value creation logic theory with Sirmon et al.'s resource management framework.

From Value Chain to Value Cycle: The Role of Risk Management and ICT

This paper reviews the origins and development of the value chain (Porter,1985) and its development into value shops and value networks. We argue that these “value models” pay insufficient attention to the increasing role of information and communications technology (ICT) or to the emergence of new understandings of risk and risk management.The role of ICT has moved from being merely a support activity to being integral to primary business value adding activities. As ICT has become more embedded in primary and secondary activities, risk management has become more important to the organization’s value adding activities. Risk management has become a primary business tool, aimed at achieving organizational objectives given a predetermined organizational risk appetite and an acceptance of the risk/return trade-off. In turn this has led to risk management driving performance metrics and internal controls. Both ICT and risk management play a role not only in primary value adding activities but also in supporting the primary functions, both of which can be sources of competitive advantage. We argue that ICT and risk management are cyclical in nature and we apply life cycle theory to consider value chains, ICT and risk management as interdependent. We develop the idea of a value cycle to reflect a shift in thinking from the value chain as a linear process into a cyclic one based on continual evolution and learning. This takes account of organizational developments – especially those relating to ICT and risk management – that have taken place since Porter’s original value chain model was developed.

Resource fit in inter‐firm partnership: intellectual capital perspective

PurposePrevious studies on strategic alliance and network have not paid sufficient attention to resource fit based on intellectual capital perspective. This study aims at understanding the input resources and transformation in a dyadic inter‐firm partnership, given different types of value logics.Design/methodology/approachThis study adopts a multiple case study approach by in‐depth interviews in three inter‐firm cooperative cases, which represent three different types of value‐creating logics – value chain, value shop, and value network. This study applies the intellectual capital navigator (ICN) to analyze the resource transformation among human capital, organizational capital, relational capital, physical capital, and monetary capital that was produced by two sides in three inter‐firm partnerships.FindingsThe results show that: given value chain logic, while the inter‐firm partnership emphasizes standardization, efficiency and economy of scale, resource fit in physical, monetary, and organizational capital forms the basis of value creation; given value shop logic, while the inter‐firm partnership emphasizes problem solution and economy of scope, resource fit in human and organizational capital forms the basis of value creation; and, given value network logic, while the inter‐firm partnership emphasizes network economic behavior, resource fit in human, organizational, and relational capital forms the basis of value creation.Research limitations/implicationsTaking the unit of analysis at dyad level, this study demonstrates the detailed resources contributed by the focal company and its partners based on different value logics.Practical implicationsThis study extends the use of the intellectual capital approach for analyzing the resource fit in the inter‐firm context.Originality/valueTheoretically, this study contributes as a starting‐point for analyzing the resource input and transformation in the inter‐organizational context by using an intellectual capital approach. Practically, this study contributes to more practical references so as to reveal, given different types of value‐creating logic, how two partnering companies can manage and deploy their intellectual capital and traditional resources in order to fit in the inter‐firm cooperation.

Applying Stabell and Fjeldstad’s value configurations to E-commerce: A cross-case analysis of UK comparison websites

This paper analyses the comparison website sector in the UK using what Stabell and Fjeldstad (1998) term the three generic value configurations: the value chain, the value shop and value network. Drawing on secondary material and case studies from the United Kingdom, the key finding is that these frameworks all offer partial explanations of value creation in comparison websites. An amended version of the value chain termed the click chain, outlined by Laffey (2009), is most effective in explaining the source of online traffic for comparison websites and in explaining their costs and revenues. This is an important finding as the literature has identified the value chain as being of limited relevance outside of the manufacturing sector. In addition the value shop offers insights into how the sector deals with more complex products such as mortgages and life insurance, whilst the value network helps to explain the growth of comparison websites. The paper also suggests how this framework can be used for e-commerce markets in general before it concludes.