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Management processes and management’s role in customer value creation

Anna Åslund (Mid Sweden University, Östersund, Sweden)
Ingela Bäckström (Department of Quality Technology and Management, Mid Sweden University, Östersund, Sweden)

International Journal of Quality and Service Sciences

ISSN: 1756-669X

Article publication date: 19 June 2017

Abstract

Purpose

The purpose of this paper is to study management processes within successful societal entrepreneurship to further understand the role of management in customer value creation.

Design/methodology/approach

Management in three successful societal entrepreneurship initiatives has been studied. Data have been collected through interviews, direct observation, participant observation and documentation. Management tasks, activities and behaviours have been identified and 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 seems driven by “need”, “opportunity”, “interest” and “demand”, when creating societal customer value. From a system perspective, management has an indirect role in societal customer value creation and is 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

The study provides the possibility to understand and learn from management, the management processes and their role in societal customer value creation. Thereby, it describes how to successfully provide customer value to society and work with societal, environmental and sustainability issues.

Keywords

Citation

Åslund, A. and Bäckström, I. (2017), "Management processes and management’s role in customer value creation", International Journal of Quality and Service Sciences, Vol. 9 No. 2, pp. 148-164. https://doi.org/10.1108/IJQSS-11-2015-0074

Publisher

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Emerald Publishing Limited

Copyright © 2017, Emerald Publishing Limited