Rethinking Value‐Based Management

Olsen, Eric

doi:10.1108/eb060282

Cited by 9 publications

(9 citation statements)

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“…This was the first approach to a value-based controlled management and is still valid. This has been the basis for further contributions, for example by Stewart and Stern (1991) and The Boston Consulting Group (Olsen, 2002) with their performance indicators like EVA and CVA. Nowadays, value-based management is one of the key philosophies of management.…”

Section: Value-based Managementmentioning

confidence: 92%

Utilization of Value-based Management in the Strategic Management of German Automotive Industry

Raj

Beck

Soliman

2019

Global Business Review

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The purpose of this research article is to analyse the value-based management commitment of automotive enterprises and to examine the factors that explain the control parameters in automotive industry. There have been a few empirical studies published in the German’s automotive sector, but most of the existing studies failed to provide evidence of utilization of value-based management in the strategic management in the automotive sector. The German automotive industry’s development is closely related to global economic developments. Previous research work has considered control parameters of enterprises, but there is little evidence on the factors that explain which control parameters are used in automotive industry. A survey based on annual reports from 2008 to 2011 is used. In total, 20 annual reports of automotive companies were analysed. The results show that automotive companies, especially original equipment manufacturers and listed suppliers, have committed to value-oriented management and have implemented value-oriented approaches. However, not all of the suppliers are communicating this in their reports. The results also show that economic value added is the leading key indicator in the automotive industry.

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Section: Value-based Managementmentioning

confidence: 92%

Utilization of Value-based Management in the Strategic Management of German Automotive Industry

Raj

Beck

Soliman

2019

Global Business Review

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“…The characteristics of a company's activities, being its targets, include innovativeness, effectiveness, development and value creation. In the process of achieving these objectives, a company is subject to the influence of the environment and the internal processes which it consciously creates, i.e., how it manages them [2].…”

Section: Literature Reviewmentioning

confidence: 99%

“…where: s 2 x, s 2 y-variance of variable x, variance of variable y; r 2 xy-Pearson linear correlation coefficient between x and y. The density measure describes the surface area of the ellipse covering the set of objects.…”

mentioning

confidence: 99%

The Mechanisms of Creating Value vs. Financial Security of Going Concern—Sustainable Management

Kaczmarek

2019

Sustainability

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The subject of this research study is the quantification of corporate value creation in relation to the level of the financial security of a company’s functioning. The research aims to compare the two mechanisms. Assessments concern the degree of the balancing of effects in the context of value creation and financial security sustainable management. The analysed entities comprise all the manufacturing enterprises in Poland in 2007–2018, included in public statistical data. In light of the above, the study is unique in character, comprising the broadest possible range of entities. The results support the main hypothesis—which is subordinated to the study’s adopted main target—as well as five sub-hypotheses. The study employs a multifaceted logit model of financial security, and the multifaceted value measure. The paper examines value drivers as well as financial security explanatory variables. The study makes use of cause and effect analysis, object relocation analysis and an analysis of the variability and clustering of objects. On the basis of the detailed research findings, the following rule was demonstrated: there is a directly proportional relationship between the effects of the value creation process and the ensuring of financial security in manufacturing enterprises (compliance with the sustainable management principle).

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“…Organizations operate in a business environment that requires improved capital allocation efficiency and improved indicators to better demonstrate value (Bukvic, 2016). Management levers such as competitive strategy, operational effectiveness, portfolio management, and investor strategy must be pursued together for value creation, however most management approaches only focus on individual levers which limits evolution capabilities over time (Olsen, 2002). As a solution, VBM or managing based on value includes the ability of an organization to focus on value creation through the reality of capital market shareholders and customers (Bukvic, 2016).…”

Section: Value-based Health Management Communication Processmentioning

confidence: 99%

“…VBM provides a framework for establishing objectives and making decisions for an organization, and allows management to identify hidden opportunities to increase value creation (Bukvic, 2016). However, traditional VBM methods have not fully enabled management to comprehend and determine management practices for value creation, and as an outcome generated plans that contained missing components or were unaligned with strategies (Olsen, 2002). Often implementation of VBM resulted in unsuccessful results due to lack of a complete systems thinking, implementation, or shared focus or mission among all stakeholders within an organization (Olsen, 2002).…”

Section: Value-based Health Management Communication Processmentioning

confidence: 99%

Organizational health management through metaphor: a mission-based approach

Woodside

2018

JHOM

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Purpose The purpose of this paper is to identify the underlying metaphors that hospitals use to establish their organizational mission. Metaphors impact the direction and managerial decision making of organizations, and provide a method to more easily communicate to a variety of stakeholders. Design/methodology/approach A text analytics process is run to evaluate the mission statements from the largest hospitals by revenue in each of the 50 states of the USA and District of Columbia to identify the types of metaphor-based organizational health management methods. Findings A cluster analysis is generated to evaluate primary mission-based metaphors, and metatriangulation is used to evaluate output, develop theory and provide practical implications for healthcare management. Originality/value Key contributions include a review of healthcare metaphors, an analysis for understanding commonly utilized metaphors, a theory building process for developing a new integrated value-based care management metaphor, and a value-based process is developed for providing healthcare managers an easy to follow and repeatable process for improving organizational communication.

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Rethinking Value‐Based Management

Abstract: Value‐based management theories have fallen short in practice, especially when it comes to investor strategy.

Cited by 9 publications

References 0 publications

Utilization of Value-based Management in the Strategic Management of German Automotive Industry

Utilization of Value-based Management in the Strategic Management of German Automotive Industry

The Mechanisms of Creating Value vs. Financial Security of Going Concern—Sustainable Management

Organizational health management through metaphor: a mission-based approach

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