Cocriação de valor no transporte rodoviário de carga fracionada: um estudo de caso

Silva, Max Roberto da; Borges, Igor Roberto; Pereira, Giancarlo Medeiros; Borchardt, Míriam; Sellitto, Miguel Afonso

doi:10.1590/0103-6513.014611

Cited by 2 publications

(1 citation statement)

References 42 publications

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“…Value co-creation can be defined as the practice of developing systems, products, or services through collaboration with customers, managers, employees, and other stakeholders (Ramaswamy, 2011), assuming that customers and suppliers work together to improve a product or service (Silva et al, 2015), serving as a method to increase value (Michel et al, 2008; for customers and service companies (Michel et al, 2008;.…”

Section: Value Co-creation In Agro-industrial Servicesmentioning

confidence: 99%

Lean thinking in value co-creation:

Bonamigo,

Corrêa,

De Oliveira

et al. 2023

Int. J. Innov.

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Objective: The goal of this paper is to identify both the opportunities and barriers to adopting Lean Thinking for value co-creation in agro-industrial services. Design/methodology/approach: This research paper comprises a methodical review of the literature on value co-creation in agro-industrial services, with a specific focus on Lean Thinking. The authors utilized Bardin's (2011) content analysis approach to examine the resulting portfolio and derive insights into the prospects and challenges of implementing Lean Thinking in value co-creation within the agro-industrial services sector. Findings: The opportunities and barriers for the adoption of Lean Thinking in value co-creation in agro-industrial services were identified by the authors, who also proposed ways to overcome the obstacles. In total, five opportunities and five barriers were recognized. Originality: This study represents a novel effort in identifying the opportunities and barriers of implementing Lean Thinking in value co-creation for agro-industrial services. The findings may guide decision-making processes and strategic actions aimed at enhancing the agro-industrial market. Practical implications: The identified opportunities and barriers can provide a foundation for guiding strategies that direct agribusiness players in making informed decisions, while also mitigating waste through collaborative efforts among multiple companies. It can also guide players towards value aggregation in their products and/or processes by promoting co-created services among players, in line with the principles of Lean Thinking. Social implications: Efficient value co-creation in agro-industrial services can result in improved well-being, convenience, and service offerings for society. It can also add value to products through services and create more employment opportunities in the agro-industrial sector.

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Section: Value Co-creation In Agro-industrial Servicesmentioning

confidence: 99%

Lean thinking in value co-creation:

Bonamigo,

Corrêa,

De Oliveira

et al. 2023

Int. J. Innov.

View full text Add to dashboard Cite

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Value Co-creation and Leadership: An Analysis Based on the Business Ecosystem Concept

Bonamigo

Mendes

2019

BEL

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This paper summarizes the arguments and counterarguments of the scientific discussion on multi-company co-operation leading, given that co-creating value between companies is a survival strategy for organizations by boosting competitiveness jointly several players. However, in the literature, the empirical characterization of value creation management in service companies is little explored. Therefore, the main objective of the research is to list the key factors for managing value co-creation in an industrial service company. To achieve this goal, an on-site interview was conducted with the leaders of a business-consulting firm whose business strategy is to cooperate with multiple players. The company object of research is located in southern Brazil, in the state of Santa Catarina. Once data collection was conducted, then content analysis was conducted. Based on the research findings, eleven key criteria that characterize cooperation between companies in the business consulting area were listed. It was found that value co-creation had several advantages for the company studied, however, lack of trust is one of the critical and risk factors for cooperation with other companies. Thus, it can be seen that leadership strategies are a key element for meeting potential business partners to co-create value as well as for managing cooperation between multiple companies. Given the findings, some practical implications can be highlighted. The study can serve as a basis for managers and leaders to make strategic business decisions, guide business leadership in driving plans to capture new business partners reliably and that together can generate mutual value. In addition, it is clear that the studied company’s system in relation to knowledge management is fragile since there is no structured system to control and disseminate knowledge internally and externally to the analyzed company. Thus, this research allows us to identify new insights to advance in studies related to the leadership of value co-creation among companies. Keywords: Leadership, Value co-creation; Business consulting; Multi-agent cooperation; Innovation; Industrial service management.

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Cocriação de valor no transporte rodoviário de carga fracionada: um estudo de caso

Cited by 2 publications

References 42 publications

Lean thinking in value co-creation:

Lean thinking in value co-creation:

Value Co-creation and Leadership: An Analysis Based on the Business Ecosystem Concept

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