The paper highlights the importance of visual representations of strategic intent in order to understand how organizational resources – especially intangible assets and intellectual capital – are used to create value. Based on the literature the paper provides a taxonomy of organizational value drivers. Grounded in the resource‐based view of the firm, which argues that organizational resources or assets are bundled together and interdependent, it then highlights shortcomings in the strategy map approach based on the balanced scorecard. The paper then introduces the value creation map that utilizes both direct and indirect dependencies to map value creation. It is suggested that this approach complements the strategy map approach by extending its view of value creation from direct to both direct and indirect dependencies. Subsequently, the paper presents a case study of how the value creation map was applied to understand the new product development process in a leading furniture manufacturing firm.
Marr, B., Schiuma, G. and Neely, A. (2004), "The dynamics of value creation: mapping your intellectual performance drivers", Journal of Intellectual Capital, Vol. 5 No. 2, pp. 312-325. https://doi.org/10.1108/14691930410533722
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