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This systematic literature review aims to identify the main areas of study related to co-creation and innovation in Higher Education Institutions (HEIs), as well as the main external and internal stakeholders with whom co-creation is made.

The empirical approach is based on 258 articles selected from the Web of Science (WoS), Clarivate Analytics and Scopus, Elsevier databases, with analysis of titles, abstracts and keywords following a research protocol. VOS viewer and CitNetExplorer software were used, with the twin aim of identifying publications with a higher number of citations and designing maps of reference word co-occurrence.

The analysis led to three clusters being identified: Cluster 1. Management and transfer of knowledge from HEIs to companies; Cluster 2. Co-creation and innovation in HEIs through cooperation between universities and companies; and Cluster 3. Universities’ third mission and their role in developing entrepreneurship education. The results of the literature clusters analysis led to proposing a conceptual model of analysis.

Despite only employing two databases and the content analysis criteria, the three found clusters are linked, recognising the interplay between co-creation and innovation in HEIs, knowledge transfer to enterprises and the influence on HEIs' third goal.

This systematic literature review highlights and gives a picture of the state-of-the-art in co-creation and innovation in HEIs, as well as presenting a model of co-creation and innovation in HEIs that can contribute to reinforcing the University-Industry-Community ties.

This study can lead to a better knowledge of the issue of co-creation and innovation at HEIs, as well as a deeper analysis of the sorts of relationships between HEIs and their stakeholders, as well as its impact on surrounding areas and influence.

The research highlights the interaction between HEIs and their stakeholders on a basis of value co-creation and innovation, providing mutual benefits for all involved, as well as greater development and recognition of HEIs and their surrounding regions’ image andreputation. A future research agenda is also presented on the topic of co-creation and innovation in HEIs.

The question of whether and how communication departments contribute to organizational value creation has rarely been addressed in research. Such evidence is crucial, however, as communications compete internally with other functions (e.g. marketing and human resources (HR)) for budgets and staff. This article fills the gap by applying the business model concept, an established approach from management theory and practice, to communication units.

Based on an interdisciplinary literature review, the authors propose the Communication Business Model (CBM) as a new management approach for communications. To this end, pertinent definitions, frameworks and typologies of business models are analyzed and combined with insights from corporate communications literature.

The CBM outlines the generic architecture of business models for communication departments. Such models describe the basic principles of how such a unit operates, what services and products it provides, how it creates value for an organization and what revenues and resources are allocated.

The approach stimulates the debate on communication units as objects of observation when researching communication management practices. Further research with appropriate empirical methods is needed to identify and study different types of business models for communications.

The CBM can be used as a management tool to analyze, explain and innovate communication management in organizations. It is a fertile approach for communication practitioners to make the work of their department visible and to position themselves internally and externally.

Transferring a well-known concept from general management to communication management enriches the value creation debate in theory and practice. It allows communication leaders to align their work with organizational goals and make it accessible to top management and other decision-makers in the organization. It also opens up new avenues for research and education.

This study aims to investigate the level of reporting compliance in terms of content elements, measure to what extent each content element of the integrated reporting (IR) framework is linked to value creation and demonstrate the relationship between the level of compliance and value creation linkages.

The sample for this study consists of 12 companies, 11 of which are public and 1 is non-public. The data is obtained from the Integrated Reporting Turkey Network founded in 2015 in Turkey. This study applies a holistic approach integrating two different content analysis methods. First, a multi-weighted scoring system is constructed by using the IR content elements and the previously developed indexes in the literature. Second, in-depth, sentence-by-sentence content analysis is used to determine the relation between the content elements and value creation.

The results of the multi-weighted scoring system indicate a high level of compliance in the banking sector. On the other hand, the scores of the content analysis demonstrate higher scores in the disclosures of “basis of preparation and presentation”, “organizational overview and external environment”, “strategy and resource allocation”, “performance” and “business model” elements, while lower scores in the elements of “risk and opportunities” and “outlook.” The lowest compliance level associated with lower content analysis scores may indicate a low level of value creation potential. Consequently, this two-stage scoring is critical, as it clarifies the relation between compliance level and the explanatory power of each content element from a value creation perspective.

This study aims to support the policymakers and regulators in highlighting the importance of measuring and reporting value. Furthermore, it intends to encourage companies to produce reports that increase the value relevance of accounting information to contribute to the development of capital markets. The current literature includes research that mainly concentrates only on the quality or extent of IR disclosure practices. This study offers a combined analysis that helps to determine at what level a company has accomplished the expectations of the International Integrated Reporting Council in terms of both the content and the value creation potential.

In demand-driven markets, customer value, sometimes called perceived use value or consumer surplus, is defined by the customer rather than the firm. The value a firm can appropriate, its profits, is driven by the customer’s willingness to pay for the value they receive, adjusted by costs. This paper introduces a conceptual framework that helps understand value creation and appropriation in demand-driven markets and shows how to influence them through strategic decision-making.

This paper uses an axiomatic approach combined with an extended analytical formulation of the jobs-to-be-done framework to contextualise demand-driven markets. It mathematically derives implications for managerial decision-making concerning selecting customer segments, optimising customer value creation and maximising firm value appropriation in a competitive environment.

Rooting strategic decision-making in the jobs-to-be-done framework allows distinguishing between what customers want to achieve (goal), what product attributes need to be satisfied (opportunity space/constraints) and what value creation criteria related to features are important (utility function). This paper shows that starting from a job-to-be-done, the problem of identifying which customer segments to serve, what product to offer and what price to charge, can be formulated as an optimisation problem that simultaneously (rather than sequentially) solves for the three decision variables, customer segments, product features and price, by maximising the value that a firm can appropriate, subject to maximising customer value creation and constrained by the competitive environment.

Applying the derived results to simultaneously deciding which customer segments to target, what product features to offer and what price to charge, given a set of competing products, allows managers to increase their chances of winning the competitive game.

This paper shows that starting from a job-to-be-done and simultaneously focusing on customers, product features, price and competitors enhances firm profitability. Strategic decision-making is formulated as an optimisation problem based on an axiomatic approach contextualising demand-driven markets.

The purpose of this systematic literature review is to understand what the phenomenon of uncaptured value is, identify where it is operationalized and explore how it can be transformed into value opportunities. Uncaptured value in sustainable business model innovation can lead to new value creation which, in turn, can promote practices of innovation, sustainability and inclusiveness.

A systematic literature review was conducted using eight databases to identify 47 articles using the phrase sustainable business model innovation along with the terms value uncaptured, value surplus, value absence, value missed and value destroyed.

The findings have identified that uncaptured value is reoccurring in sustainable business model innovation but is left as the missing link. This paper outlines the novelties of uncaptured value in sustainable business model innovation into a framework that can be used for future research, which is also discussed, concluded and suggested.

A framework for the continued research on uncaptured value in sustainable business model innovation with an emphasis on influences, operationalization and practices has been created to further the research frontier and capture the missing link.

The paper explored students-staff classroom co-creation and students' involvement in out-of-class engagements as means of fostering employability skills in higher education institutions (HEIs). The paper aimed to present an alternative but equally effective means that HEIs can leverage to foster relevant 21st Century employability skills among undergraduates using day-to-day in-class and out-of-class activities and other non-formal campus activities.

The study adopted descriptive survey design. A total of 350 undergraduates who participate in out-of-class activities were purposively selected from seven (7) faculties. An instrument designed by the author was used to gather data for the study. The instrument was subjected to Cronbach Alpha analysis for item-by-item consistency and it yielded the reliability co-efficient of 0.88. Data collected from the respondents were analyzed using descriptive statistics of frequency count, mean and standard deviation.

Interactive classrooms, where students and lecturers co-create to provide solutions to problems enhance students' self-esteem, problem solving, analytical, communication and leadership skills amongst others. It was also found that students who got involved in one or more out-of-class activity on campus acquire specific competencies such as networking, collaboration, communication, leadership, multidisciplinary thinking, etc.

Due to a limited sample size, it might be inappropriate to generalize findings. Researchers are encouraged to test this proposition further.

The paper highlights the need for HEIs to leverage student-staff co-creation and out-of-class engagement in their bid to produce employable graduates.

This paper clearly presents alternative but effective means of fostering employability in HEIs.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Business organizations can develop and utilize strategic agility to create additional value for different stakeholders. The type of strategic agility and nature of value emphasis can help the firm to identify the ideal business model to achieve its goals.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

A digital servitization ecosystem (DSE) is a cooperation model based on the concept of value cocreation. However, capability asymmetry among enterprises can lead to unfair benefit distribution and hinder value cocreation and digital service transformation. This paper aims to investigate the impact of the varying capabilities of enterprises (manufacturers, service providers and digital technology providers) on revenue distribution when these enterprises collaborate on digital servitization transformation. This analysis is performed from an ecosystem perspective to facilitate the stable development of DSEs.

The rise of DSEs has engendered extensive literature, and the distribution of benefits within DSEs is in dire need of new mechanisms to adapt to the new competitive environment. The importance of investment contribution, digital servitization level, digitalization level, risk-taking ability, digital servitization effort level and brand awareness is determined by combining the expert scoring method and the entropy value method to determine different weights for manufacturers, service providers and digital technology providers. The Shapley value is used to design the benefit distribution mechanism for stable cooperation among DSE enterprises, thus providing a more scientific basis for the development of cooperative relationships.

Digital servitization is a collaborative process that involves multienterprise activities, and it is significantly affected by digital servitization level and digitalization level. Moreover, constructing the modified Shapley value benefit distribution mechanism according to the relevant capabilities of digital servitization can promote the stable development of DSEs and value cocreation among members.

The main contributions of this study are as follows: First, it summarizes the stability-influencing factors of DSEs on the basis of empirical and literature research on the demand for enterprise digital servitization capabilities and transformation difficulties, delves deeper into the capability composition and cooperative relationship of DSE members and combines the expert scoring method and the entropy value method to determine the weighting to design the benefit distribution mechanism. Second, it reflects system stability and development by studying the revenue distribution of DSE members, thereby expanding the ecosystem construction and business model transformation of digital servitization in the existing research.

Joint advertising is an emerging strategy where marketers promote both brands in the same marketing communication. This research determines how the domestic, foreign, or global nature of the partner impacts important brand-related outcomes and identifies underlying psychological process mechanisms and contextual variables that affect this relationship.

Across three experiments, we investigate how the type of joint advertising partner impacts consumer attitudes and behaviors. We establish the number of similarities between the partners and perceived cognitive fit as the mediating process mechanisms underlying this relationship, with holistic processing moderating the effect.

We find that when consumers are exposed to joint advertisements between domestic or global [foreign] brands, they will be able to generate more [fewer] similarities between the partners and perceive a stronger [weaker] cognitive fit. Moreover, these similarities interact with consumer cultural traits related to holistic processing style to differentially influence perceived cognitive fit and downstream consumer attitudes and behaviors.

Partnering for mutually beneficial, joint advertisements is a growing phenomenon that redefines traditional thinking about advertising, but the success of the joint advertisement is contingent upon the characteristics and compatibility of the partners.

This study aims to asses students’ sustainability consciousness (SC) in relation to their perceived teaching styles in seven public sector institutions in Pakistan.

A survey technique was used to collect data from respondents. Grasha’s (1996) Teaching Styles Inventory and Gericke et al.’s (2019) Sustainability Consciousness Questionnaire were used to collect data pertinent to teachers’ teaching styles and students’ SC, respectively. This study’s population was 1,986 students studying in seven educational institutions. A sample of 993 students was selected for the study. Out of the 993 questionnaires distributed, only 753 respondents returned the questionnaire completely filled, resulting in a response rate of 75.83%. Descriptive statistics and structural equation modeling (SEM) were used to analyze the data.

The results show that students’ mean scores on environmental and social dimensions were higher compared with the economic dimension. Similarly, students’ scores were relatively higher on the knowledge and attitude dimension while lower on the behavior dimension. Moreover, the expert and formal authority teaching styles were the most prevalent teaching styles. Furthermore, SEM results show that various teaching styles affected students’ knowledge and attitude; however, only the delegator teaching style affects all three dimensions of SC.

This research has implications for educational institutions and policymakers to ensure dedicated efforts to promote and integrate education for sustainable development into the educational system and achieve sustainability goals by 2030.

The study findings will help future teachers to effectively integrate sustainability education into their classrooms.

This research expands the discussion on the effectiveness of various teaching styles on SC in teacher education programs.