LOGIN TO YOUR ACCOUNT

Username
Password
Remember Me
Or use your Academic/Social account:

CREATE AN ACCOUNT

Or use your Academic/Social account:

Congratulations!

You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.

Important!

Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message

CREATE AN ACCOUNT

Name:
Username:
Password:
Verify Password:
E-mail:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Pan, Yu-Chun; Jackson, Paul; Limburg, Diana (2015)
Languages: English
Types: Unknown
Subjects: computer_science, management
Value creation is essential in the Knowledge Intensive Business Service (KIBS) industry, due to its problem-solving nature. KIBS organisations need to understand their internal value creation processes as well as the complexity in the environment in order to survive and thrive. This paper investigates how value creation is managed in KIBS organisation through a case study. It then goes on to adopt Beer's Viable System Model (VSM) to propose an organisational design, namely the Value Integration Office (VIO). The VIO focuses on the 5 functions/systems defined by VSM in the meta-system and operation of an organisation in order to manage value creation. This design is implemented in a case study organisation with the aim to adopt a holistic view on value creation within the organisation as well as facilitate future planning function. The implementation and impact of the proposed organisational design are reported in this paper.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Bettencourt, L., et al., Client Co-production in Knowledge-intensive Business Services. Operations management: a strategic approach, 2005: p. 273.
    • 2005: Copenhagen Business School Press DK.
    • Butler, H.N. and B.H. Kobayashi, Unlocking the law: Building on the work of Larry E. Ribstein. International Review of Law and Economics, 2014. 38, Supplement(0): p. 2-4.
    • Henderson, W.D., From Big Law to Lean Law. International Review of Law and Economics, 2014. 38, Supplement(0): p. 5-16.
    • Ribstein, L.E. The Death of Big Law. 2010; Available from: http://works.bepress.com/ribstein/22.
    • 2013: Oxford University Press Oxford.
    • Barton, B.H., A glass half full look at the changes in the American legal market. International Review of Law and Economics, 2014. 38, Supplement(0): p. 29-42.
    • Pleasence, P., N.J. Balmer, and R. Moorhead, A Time of Change: Solicitors' Firms in England and Wales. Available at SSRN 2202126, 2013.
    • RBS, A perspective on the legal market. 2014, The Royal Bank of Scotland: UK.
    • [10] Johansson, M. and A. Jonsson, The package logic: A study on value creation and knowledge flows. European Management Journal, 2012. 30(6): p. 535-551.
    • [11] Vargo, S.L. and R.F. Lusch, Evolving to a New Dominant Logic for Marketing. Journal of Marketing, 2004. 68(1): p. 1-17.
    • [12] Prahalad, C.K. and V. Ramaswamy, Co-opting customer competence. Harvard business review, 2000. 78(1): p. 79-90.
    • [13] Grönroos, C., Service management and marketing: management in service competition. 2007: John Wiley & Sons.
    • [14] Beer, S., The heart of enterprise. 1979, Chichester: Wiley.
    • [15] Porter, M.E., Competitive advantage : creating and sustaining superior performance. 1985, New York: Free Press.
    • [16] Stabell, C.B. and Ø.D. Fjeldstad, Configuring value for competitive advantage: on chains, shops, and networks. Strategic management journal, 1998. 19(5): p. 413-437.
    • [17] Lindgreen, A., et al., High-tech, innovative products: identifying and meeting business customers' value needs. Journal of Business & Industrial Marketing, 2009. 24(3/4): p. 182-197.
    • [18] Gummesson, E., Toward a theory of professional service marketing. Industrial Marketing Management, 1978. 7(2): p. 89-95.
    • [19] Pan, Y.-C., P. Jackson, and D. Limburg. Value Creation Logics: A UK Case Study. in 20th UK Academy for Information Systems Conference 2015 (UKAIS 2015). 2015. Oxford, UK.
    • [20] Stauss, B., F. Nordin, and C. Kowalkowski, Solutions offerings: a critical review and reconceptualisation. Journal of Service Management, 2010. 21(4): p. 441-459.
    • [21] Liu, A.H., Customer value and switching costs in business services: developing exit barriers through strategic value management. Journal of Business & Industrial Marketing, 2006. 21(1): p. 30-37.
    • [22] Aarikka-Stenroos, L. and E. Jaakkola, Value co-creation in knowledge intensive business services: A dyadic perspective on the joint problem solving process. Industrial Marketing Management, 2012. 41(1): p. 15- 26.
    • [23] Senge, P.M., The fifth discipline : the art and practice of the learning organization. 1st ed. ed. 1990, New York: Doubleday.
    • [24] Seddon, J., Systems thinking in the public sector : the failure of the reform regime - and the manifesto for a better way. 2008, Axminster: Triarchy.
    • [25] Beer, S., Brain of the firm: the managerial cybernetics of organization. 1972: London: Allen Lane.
    • [26] Ashby, W.R., An Introduction to Cybernetics. 1956, London: Chapman & Hall.
    • [27] Espejo, R. and A. Gill, The viable system model as a framework for understanding organizations. Phrontis Limited & SYNCHO Limited, 1997.
    • [28] Sun, J.-F. and W.-Y. Liu, Design of Equipment Procurement Project Organization Based on Viable Systems Model. Procedia Engineering, 2011. 24(0): p. 809-815.
    • [29] Preece, G., D. Shaw, and H. Hayashi, Using the Viable System Model (VSM) to structure information processing complexity in disaster response. European Journal of Operational Research, 2013. 224(1): p. 209-218.
    • [30] Preece, G., P.D. Shaw, and P.H. Hayashi, Application of the viable system model to analyse communications structures: A case study of disaster response in Japan. European Journal of Operational Research, 2014(0).
    • [31] Yin, R.K., Case Study Research Design and Methods. 2003, Newbury Park, CA: Sage.
    • [32] Ghauri, P.N. and K. Grønhaug, Research methods in business studies: A practical guide. 2005: Pearson Education.
  • No related research data.
  • Discovered through pilot similarity algorithms. Send us your feedback.

Share - Bookmark

Download from

Cite this article