Background: For a stress-management app to be persuasive and impactful, designers and developers shouldobtain a clear perspective of the value proposition according to key stakeholders before development. However,this is often not the case. In order to increase the chance of creating an impact by means of the ResilienceNavigator app, this study aims to identify key stakeholders and work with them to gain an in-depth understandingof the value proposition of this stress-management app.Methods: The approach used in this study builds on the approaches taken by Van Limburg et al. and Van Woeziket al. An initial list of stakeholders was identified by means of a literature scan. Stakeholders on this initial list tookan online survey to identify key stakeholders with a ranking system. Semi-structured interviews were conductedwith a subset of key stakeholders to identify the value proposition using the value proposition canvas as aframework for data collection. Finally, the value proposition was validated by key stakeholders during focus groups.Results: The key stakeholders identified included employees, employers, participation councils within organisations,HR advisors, product owners, company doctors, and business analysts. The interviews produced a list ofapproximately one hundred values from which fifteen core values were distilled. One example is to take intoaccount time constraints experienced by users during stress periods. In general, the Resilience Navigator app’s maingoal is to increase awareness of personal stress levels and causes of stress. In addition, the sub-goal is to increaseskills for effective stress management. The focus groups validated the idea that the most important values werereflected in the value proposition and had been appropriately translated into design elements, according to keystakeholders.Conclusions: A thorough, bottom-up identification and validation of the value proposition for the ResilienceNavigator app was obtained, reflecting key stakeholders’ varying ideas on this piece of eHealth technology. Theresults will facilitate the continued development of the Resilience Navigator app from the value specification phaseto the design phase. In the design phase, the remaining assumptions regarding the app’s value proposition shouldbe tested using rapid prototyping.
DOCUMENT
High-tech horticulture production methods (such as vertical farming, hydroponics and other related technology possibilities), combined with evolving market side possibilities (consumer’s willingness to pay for variety, food safety and security), are opening new ways to create and deliver value. In this paper we present four emerging business models and attempt to understand the conditions under which each business model is able to create positive market value and sustained business advantage. The first of these four models is the case of a vertically integrated production to retail operation. The second model is the case of a production model with assured retail/distribution side commitment. The third model deals with a marketing/branding driven production model with differentiated market positioning. Finally, the forth is a production model with direct delivery to the end-consumer based upon the leveraging of wide spread digital technology in the consumer market. To demonstrate these four business models, we analyze practical case studies and analyze their market approach and impact. Using this analysis, we create a framework that enables entrepreneurs and businesses to adopt a business model that matches their capabilities with market opportunities.
DOCUMENT
PURPOSE: The aim of this research is to link sustainability strategies with risk management. DESIGN/METHOD: 33 unique cases were used for the data analysis. Using the cases, the researchers built a database to operationalise the theoretical framework. This database contains data on general characteristics of an organisation, strategic characteristics (mission, vision, value proposition, core values from the Balanced Score Card categories, strategic goals), strategy characteristics of the sustainability strategies, the 17 sustainability goals of the UN, risks (strategic, financial, operational) and control measures appropriate to the risks. RESULTS/FINDINGS: The first sub-question: Which risks at a strategic, financial, and operational level differ in organisations that pursue SDG 3 Good health and wellbeing, SDG 8 Decent work and economic growth and/or SDG 12 Responsible consumption and production, or do not pursue sustainability goals? It can be answered that sustainable values lead to different risks at strategic and financial levels, but not on an operational level. The second sub-question: Which risks on a strategic, financial, and operational level differ in organisations that pursue the sustainability strategy (Retain product ownership, Product life extension and/or Design for recycling) or do not pursue a sustainability strategy? It can be answered in a similar way as the first research question: that apparently sustainable strategies lead to different risks at strategic and financial levels, but not on an operational level. Operational risks were found but did not change in case of the sustainable strategy. ORIGINALITY/VALUE: Researchers have investigated whether pursuing the sustainability strategy (part 1) or contributing to the achievement of SDGs (part 2) by an organisation causes a change in strategic, financial and/or operational risks. Patterns were sought, not the magnitude of a change, because of the number of cases examined.
MULTIFILE
The circular economy (CE) is heralded as reducing material use and emissions while providing more jobs and growth. We explored this narrative in a series of expert workshops, basing ourselves on theories, methods and findings from science fields such as global environmental input-output analysis, business modelling, industrial organisation, innovation sciences and transition studies. Our findings indicate that this dominant narrative suffers from at least three inconvenient truths. First, CE can lead to loss of GDP. Each doubling of product lifetimes will halve the related industrial production, while the required design changes may cost little. Second, the same mechanism can create losses of production jobs. This may not be compensated by extra maintenance, repair or refurbishing activities. Finally, ‘Product-as-a-Service’ business models supported by platform technologies are crucial for a CE transition. But by transforming consumers from owners to users, they lose independence and do not share in any value enhancement of assets (e.g., houses). As shown by Uber and AirBNB, platforms tend to concentrate power and value with providers, dramatically affecting the distribution of wealth. The real win-win potential of circularity is that the same societal welfare may be achieved with less production and fewer working hours, resulting in more leisure time. But it is perfectly possible that powerful platform providers capture most added value and channel that to their elite owners, at the expense of the purchasing power of ordinary people working fewer hours. Similar undesirable distributional effects may occur at the global scale: the service economies in the Global North may benefit from the additional repair and refurbishment activities, while economies in the Global South that are more oriented towards primary production will see these activities shrink. It is essential that CE research comes to grips with such effects. Furthermore, governance approaches mitigating unfair distribution of power and value are hence essential for a successful circularity transition.
LINK
Background and Objective: To develop a health care value framework for physical therapy primary health care organizations including a definition. Method: A scoping review was performed. First, relevant studies were identified in 4 databases (n = 74). Independent reviewers selected eligible studies. Numerical and thematic analyses were performed to draft a preliminary framework including a definition. Next, the feasibility of the framework and definition was explored by physical therapy primary health care organization experts. Results: Numerical and thematic data on health care quality and context-specific performance resulted in a health care value framework for physical therapy primary health care organizations—including a definition of health care value, namely “to continuously attain physical therapy primary health care organization-centered outcomes in coherence with patient- and stakeholder-centered outcomes, leveraged by an organization’s capacity for change.” Conclusion: Prior literature mainly discussed health care quality and context-specific performance for primary health care organizations separately. The current study met the need for a value-based framework, feasible for physical therapy primary health care organizations, which are for a large part micro or small. It also solves the omissions of incoherent literature and existing frameworks on continuous health care quality and context-specific performance. Future research is recommended on longitudinal exploration of the HV (health care value) framework.
DOCUMENT
Aims: identify and explain purchasing-oriented patterns in Small and Medium Sized Enterprises (SMEs) via case study research.Scope: Using a conceptual framework and empirical research this article proposes a series of purchasing-oriented patterns in SMEs. These patterns align activities to achieve the SMEs proposed value proposition towards customers and activities to purchase resources needed for realizing the value proposition.Structure: This paper introduces the research topic. It discusses a conceptual framework and theory. It then continues with the methodology to collect and analyse case study data and describes empirical finding. It discusses these findings related to the framework and literature and ends with summarizing first conclusions.Conclusion: The SMEs in the dataset use four types of purchasing-oriented patterns related to their customer value propositions These SMEs can strive for low transaction costs can but invest in extrinsic product attributes to realize their value proposition. Both the transaction cost theory and the resource based view help to explain the purchasing-oriented patterns. Further research is needed to strengthen and validate findings.
DOCUMENT
This article analyzes how a city can generate instrumental, intrinsic, and institutional value from its event-related networks and platforms, based on the Hieronymus Bosch 500 program in the Dutch city of ‘s-Hertogenbosch (Den Bosch). Interviews with key stakeholders traced program dynamics over more than a decade to reveal processes of network and platform development, encapsulated in a conceptual model of strategic value creation. The results indicate that networks served to generate flows of resources, while programming helped develop platforms for knowledge generation and dissemination, helping to focus attention on the city. The Bosch 500 Foundation managing the program played an effective role in developing and supporting networks, which in turn generated significant short-term instrumental and intrinsic value. However, the failure to establish a sustainable city-wide platform related to the Bosch program caused institutional value destruction, which many saw as a missed opportunity. The study of networks and platforms can benefit from a longitudinal approach as well as a broader, contextual view of event networks.
MULTIFILE
In BOP ventures the notion of “selling to the poor” has steadily been replaced by business approaches that suggest sustainable value creation. This has certain implications, in particular the development of strategies that serve triple bottom-line goals. These include economic, social and environmental benefits, in other words, the well known goals of people-planet-profit. However to optimise value-creation one ideally needs to follow a strategy that is based on some form of conceptual model that can serve as a frame of reference. This paper proposes such a conceptual model. The research was undertaken in 8 BOP projects involving multinational information and communication technology companies in Africa. ICT is relevant here because of frequently high expectations that it contributes positively to development goals. A study of the BOP literature reveals that several elements need consideration when trying to create value in developing areas. In addition it emerges that these elements are somehow interdependent. Using information found in the literature as guide a study of 8 cases was undertaken. The research approach was the case study method and the data was analysed for emerging patterns. Primary and secondary data was collected through interviews as well as a close study of archival and other sources. The analysis revealed three high level factors that may need to be aligned in order to ensure optimised value creation of BOP ventures. These three factors are BOP strategy, partnerships, and products & services development. It is also confirmed that neither BOP strategy nor partnerships nor products/service development can be synthesised independently from the rest. There is a delicate balance and interaction between the three where all three are interdependent and mutually influence each other.
DOCUMENT
Abstract. In recent years circular economy has become more important for the development of many places including cities. Traditionally, urban development policies have mainly been aiming to improve the socio-economic wellbeing of neighbourhoods. However, technical and ecologic aspects have their effects too and need to go hand in hand. This paper is based on an urban area experiment in the Dutch city of Utrecht. In order to assess urban area developments, typically rather straight-forward quantitative indicators have been used. However, it has proved more complicated to assess multifaceted developments of the area studied in this paper. With the City Model Canvas a multi-layered model is being used to better assess the impact of the urban development being studied. Key findings include that the project studied resulted in more space for companies from the creative industry and the settlement of local ‘circular’ entrepreneurs and start-ups, although it remains unclear to what extent these benefit from each other’s presence. The increase in business activity resulted in more jobs, but it is again unclear whether this led to more social inclusion. From an environmental point of view the project activities resulted in less raw materials being used, although activities and public events bring nuisance to the surrounding neighbourhoods.
MULTIFILE
DOCUMENT
