The impact of business model workforce configurations on value creation and value appropriation in the Australian aged care sector

Abstract

This article examines the influence of business model workforce configurations on value creation and capture in a skills-based service setting, extending previous research on business model performance. We investigate workforce configurations (higher versus lower stability and skills) and value creation and appropriation in aged care organisations. More skilled and stable workforces are associated with greater value creation but not appropriation, while less skilled and less stable workforces are associated with lower value creation and higher appropriation. This informs a substantive challenge in delivering value creation while ensuring financially viable business models in a sector with significant consequences for quality failure. JEL Classification: J24 - Human Capital • Skills • Occupational Choice • Labor Productivity; L2 - Firm Objectives, Organization, and Behavior; M12 - Personnel Management; I11 - Analysis of Health Care Markets

Human capital and financial performance of Islamic banks: a meta-analysis

“…Human capital includes knowledge, experience, education and skills of employees, which are transferred with them when leaving an organization, while investing in human capital can improve the quality of work and contribute to economic growth (Rehman et al, 2022). It also correlates with innovation performance (Bate et al, 2023), value creation (Brown et al, 2023), knowledge creation (Rhee et al, 2023), marketing innovation (Kaiser et al, 2023), customer satisfaction (Fernandes et al, 2023), customer integration (Xi et al, 2023), export product quality (Zhang and Duan, 2023) and enhances the business competitiveness (Kongrode et al, 2023).…”

“…It also correlates with innovation performance (Bate et al. , 2023), value creation (Brown et al. , 2023), knowledge creation (Rhee et al.…”