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Management and customer value creation – learning from successful societal entrepreneurs
Mid Sweden University, Faculty of Science, Technology and Media, Department of Quality Technology and Management, Mechanical Engineering and Mathematics. (Kvalitetsteknik)
Mid Sweden University, Faculty of Science, Technology and Media, Department of Quality Technology and Management, Mechanical Engineering and Mathematics. (Kvalitetsteknik)ORCID iD: 0000-0001-7621-2649
2016 (English)In: International Journal of Quality and Service Sciences, ISSN 1756-669X, E-ISSN 1756-6703Article in journal (Refereed) Accepted
Abstract [en]

Purpose – The purpose of this paper is to study management processes within successful Societal Entrepreneurship in order to further understand the role of management in customer value creation.

Design/methodology/approach - management in three successful societal entrepreneurship initiatives that deliver societal value have been studied. Data have been collected through interviews, direct observation, participant observation and documentation. Management tasks, activities and behaviours have been identified and analysed to identify management processes and their input, output, main focus, drivers and relationship. The role of management in societal value creation has been analysed from a system view.

Findings - The result presents essential management processes important for societal customer value creation, their input, output and main focus. Some management processes are inter-related and are sometimes part of another management process.  The management seem driven by ‘need’, ‘opportunity’, ‘interest’, and ‘demand’ when creating societal customer value. From a system perspective, management have an indirect role in societal customer value creation and are important for possibilities to create societal customer value. Both the initiative and the surroundings have been found to be of importance to the management’s scope for contributing to societal customer value creation.

Originality/value – Studying successful societal entrepreneurial management and its role in customer value creation provides the possibility to understand and learn from management, its processes and role in societal customer value creation and how to successfully provide customer value to society and work with societal, environmental and sustainability issues.

Article Classification: Case study

Place, publisher, year, edition, pages
2016.
Keyword [en]
Societal; Social; customer value; management; value creation; Quality Management (QM)
National Category
Other Engineering and Technologies
Identifiers
URN: urn:nbn:se:miun:diva-27569OAI: oai:DiVA.org:miun-27569DiVA: diva2:925403
Available from: 2016-05-02 Created: 2016-05-02 Last updated: 2017-02-14Bibliographically approved
In thesis
1. Taking a system view on customer value creation
Open this publication in new window or tab >>Taking a system view on customer value creation
2016 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

In Quality Management and Total Quality Management (TQM) customer focus and customer value creation is of importance and in organisations it is of high priority. Quality Management has had an internal focus when it comes to customer value creation but in the 21st century there is a need for an outward orientation and to go beyond the organisational borders. Also an increasing interest in social, societal and environmental issues can be seen, for instance by customers, organisations, quality awards and within the quality area. An area that considers these issues is the societal entrepreneurial sector.

 

The purpose of this thesis has been to contribute to the knowledge and understanding about customer value creation from a system view. Additionally the purpose has been to contribute to the development of Quality Management. In order to fulfil the purpose, case studies have been performed. Cases within the societal entrepreneurial area have been studied and seven studies have been performed. Data have been collected through interviews, direct observations, participating observations and documents. All data have been collected empirically except in one study where a literature case study was used. The data were analysed through tools such as process mapping, attribute value mapping and rich picture process maps combined with analytical methods for case study research. The research journey started out from TQM and an internal perspective on customer value creation. As the studies went on, the system borders became wider as other areas important to customer value creation were identified: the customer value creating system went from an internal perspective to include an external perspective. 

 

The findings contribute to earlier research findings and give a comprehensive and simplified picture of a complex phenomenon and an opportunity to understand customer value creation from a system view. This thesis provides an overall map of the customer value creating system. Additionally it contributes to the development of Quality Management by expanding the view on customer value creation to include both an internal and an external oriented perspective. It also contributes by suggesting a fifth step in the quality management movement ´System Quality Management´ that considers social, societal and environmental factors through continuous improvement before, during and after value creation for customers. Further it contributes with a developed view on customers and the concept of customer value creation.

 

The overall map provided includes three areas.

  1. Growth and development of societal entrepreneurial initiatives. The result shows important components for the creation of societal value based on the growth and development of societal entrepreneurial initiatives. Included are the processes, input and output important for societal value creation from unidentified needs until societal value can be delivered, management process and support process fields.

  2.  Customer value creation in the customer sphere.  Customer value has been found to be created beyond the use or purchase of a product or service. Value has also been found to be created for those that are not in direct contact with an initiative or its product or service. Customer value has been found to spread into society like ripples in a complex system of value creation. And Value Ripple Logic has been developed to describe this phenomenon.

  3. Management role in customer value creation. The management’s role in value creation has been found to be of importance in the creation of customer value in an indirect way through interaction with the surroundings and the initiative.  Factors and behaviours have been found which are connected to the leaders and their essential management processes along with their input and output.

     

The findings presented in this thesis have considerable potential for development. Further studies need to be done within the area concerning how customer value is created and to achieve an even more comprehensive picture of the customer value creating system and the suggested fifth step. The results presented in this thesis are a contribution to the knowledge and understanding about customer value creation from a system view and the development of the Quality Management.

Place, publisher, year, edition, pages
Östersund: Mid Sweden University, 2016. 118 p.
Series
Mid Sweden University doctoral thesis, ISSN 1652-893X ; 247
Keyword
customer value; customer value creation; societal value; system view; Total Quality Management (TQM); Quality Management; Societal entrepreneurship; social entrepreneurship; Value Ripple Logic (VRL)
National Category
Other Engineering and Technologies
Identifiers
urn:nbn:se:miun:diva-27573 (URN)978-91-88025-68-5 (ISBN)
Public defence
2016-06-02, Q221, Akademigatan 1, Östersund, 10:00 (Swedish)
Opponent
Supervisors
Note

Vid tidpunkten för disputationen var följande delarbeten opublicerade: delarbete 6 accepterat för publicering och delarbete 7 inskickat.

At the time of the doctoral defence the following papers were unpublished: paper 6 accepted for publication and  paper 7 submitted.

Available from: 2016-05-02 Created: 2016-05-02 Last updated: 2016-05-02Bibliographically approved

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