Value network analysis and value conversion of tangible and intangible assets

Abstract

Purpose -The purpose of this paper is to provide examples and technical details for conducting a value network analysis that addresses the conversion and utilisation of intangible assets. Design/methodology/approach -Value network analysis was first developed in 1993 and was adapted in 1997 for intangible asset management. It has been tested in applications from shop floor work groups to business webs and economic regions. It draws from a theory based in living systems, knowledge management, complexity theory, system dynamics, and intangible asset management. Findings -The paper provides a high level of detail on the analysis method and insights from its practical application across a range of business issues. Tips are provided for how to integrate the methodology with other business analysis approaches.Research limitations/implications -The paper does not provide a comparative analysis with other methods because most other value network models are process views, social network analysis or clustering techniques. Practical implications -Sufficient detail is provided so researchers and practitioners will be able to apply the method in their own investigations. Further resources are noted, as well as access points to the global user community and open source tools. Originality/value -This paper is the first detailed publication of the value network analysis method, which has been acclaimed by experts in intangibles, network analysis, knowledge management, and process analysis. It fills a gap between theory and practice for managers, executives, analysts, and researchers.

Towards a Strategy-Oriented Value Modeling Language: Identifying Strategic Elements of the VDML Meta-model

“…The Value System Level can also model the financial structure, which reflects the monetary flows between the company and its environment. Value Network Analysis (VNA) [14] captures the conversion of tangible and intangible assets into value in the context of internal (e.g., within the company) and external networks (e.g., between the company and its partners).…”

“…VDML BusinessItem Anything that can be acquired or created, that conveys information, obligation or other forms of value and that can be conveyed from a provider to a recipient [2]. VNA Transaction Occurrence in which a deliverable, originated by one role, is conveyed to and received by another role [14]. VDML DeliverableFlow The transfer of a deliverable from a provider to a recipient [2].…”

“…VNA Deliverable The actual (physical or non-physical) things that move from one role to another [14]. VDML BusinessItem Anything that can be acquired or created, that conveys information, obligation or other forms of value and that can be conveyed from a provider to a recipient [2].…”

Management dilemmas in innovative supplier networks

“…There is a vast literature pointing out benefits of co-creation (Prahalad & Ramaswamy, 2000) and open innovation (Chesbrough, 2003) by sharing of knowledge resources and capabilities within and across organisational boundaries, especially with customers and suppliers (Allee, 2008;Huikkola et al, 2013;Teece, 2007). In many industries companies increasingly adopt the value network model where a focal firm takes the lead and acts as the main integrator of the design and production activities of the supply chain.…”

Applying Enterprise Architecture to Business Networks

“…The networked nature of business is taken into account in the business model and business model innovation literature [Zott et al, 2011]. Examples include a business model canvas [Osterwalder and Pigneur, 2010], value networks [Allee, 2008], and resources and capabilities across organizational boundaries [Bouty, 2000]. Business networks have been identified as a source of competitive advantage [Porter andKramer, 2002, West et al, 2015].…”