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This paper aims to compare and review alternative ways to adjust public ground leases.

Based on principles derived from a review of scientific literature, alternatives for the extension of leases are discussed based on the case of Amsterdam.

Many alternatives lead public ground-lease systems to produce results that are the opposite of what they are intended to be (as inspired by Henry George): new improvements result in higher rent, but additional location values do not result in higher rent. One exception is the lease-adjustment-at-property-transaction alternative, which may nevertheless result in fewer transactions.

Public leasehold systems are highly contested with regard to the extension of leases. Such systems are often aimed at capturing land-value gains. In practice, however, this tends to be more difficult than expected. Value capture by authorities, as intended by the system, results in counter-movements of lessees, who often gain public support to set lower leases. These political processes may even result in the termination of such public ground-lease systems. This paper reports on a search for possible solutions.

The comparison of various alternatives to ground-lease extension based on principles derived from literature is new, and it contributes insight into public ground-lease systems.

Meticulous formulation is required to optimize performance of non‐toxic corrosion inhibitors. The proper loading level and pigment volume concentration must be obtained. The old adage “more is better” does not apply to these new pigments. While research is still underway to find the perfect replacement for leads and chromes, formulators today need techniques which will help them now. It has been found that several of today’s non‐toxic corrosion inhibitors can work synergistically with each other to produce performance greater than either one can alone. This paper will summarize some of the results found by the proper combination of non‐toxic anti‐corrosive agents.

This paper aims to investigate the contribution of brokers to business non-profit collaborations, in the context of employee volunteering. It investigates the roles brokers play and ways they contribute to value creation within social alliances.

This research focusses on a case study of a UK employee volunteering broker programme run by a local volunteer centre. A combined qualitative methodology involved document analysis and interviews, with brokers and business, community and government partners involved in employee volunteering collaborations.

Brokers play three key roles in business non-profit collaboration as connectors, facilitators/co-designers and learning catalysts. These roles help stimulate manifestations of associational value, transferred resource value, interaction value and synergistic value.

Results indicate brokers play an important part in nurturing conditions underpinning innovation and value co-creation, key characteristics of transformational forms of business non-profit collaboration. This study was based on a single case study. Future research could explore broker contributions within a variety of business non-profit settings.

For managers implementing business non-profit collaborations, this paper provides a framework depicting key broker roles and ways brokers enable collaborative value that may be useful when assessing whether to use the services of a broker.

This paper enriches the understanding of business non-profit collaboration and the role of individual actors in affecting value creation, an under-researched area in the social alliance literature. It provides a framework for assessing broker contributions in business non-profit collaborations.

Globalization creates a turbulent, stressful environment for groups, organizations, and communities (cities, states, nations). With rapid communication, affordable long‐distance transportation and the opening of borders, every institution worldwide feels the strain of adapting to a rapidly changing environment. To survive and prosper, social systems (groups, organizations, communities) need to develop their capacities for rapid, adaptive responses. Analyzing studies of highly effective and stable teams, organizations, and communities through the lense of complexity theory suggests a common, parsimonious set of design principles for sustainable social systems.

This paper aims to deepen the understanding of the interconnection between hybrid product–service offerings and firms' internationalization strategies, focusing on market entry, export performance and subsidiary strategy development.

The approach involves reviewing and summarizing the existing body of research in the area. This is complemented by the analysis of the 10 published papers in the current issue.

The authors proposed a value-chain synergetic approach that ensures the international competitiveness of hybrid offerings. The authors’ conceptual framework encompasses four themes: (i) internal factors encompassing capabilities and governance, (ii) supply-side factors related to ecosystem formation, (iii) demand-side factors encompassing customization and co-creation and (iv) enhancing factors such as assets digitization. The authors’ analysis demonstrates how these synergistic value chain themes interrelate to empower hybrid offerings in the export market.

While the conceptual development presented in this paper is not exhaustive, the model highlights important research avenues in the internationalization of product–service hybrid offerings that need exploration.

The proposed framework hold practical implications for firms aiming to enhance their competitiveness in the export market through the integration of hybrid product–service offerings.

The authors’ framework bridges the gap in international marketing literature by focusing on the interplay between hybrid product–service offerings and internationalization strategies, providing valuable insights into the factors driving servitization-led innovations in foreign markets.

This chapter addresses the general process of determining the value of a particular company, with additional detail on how valuation processes might be adapted to produce credible value conclusions of emerging technology ventures. There are three primary approaches to business valuation. There is the income approach, which indicates that value is a product of expected future cash flows – cash flows that are discounted to equate them to dollars in-hand (present value). There is the market approach, which attempts to draw conclusions of value based on the market prices of similar companies in the public and/or private markets. Finally, there is the asset approach, which indicates that the value of a company is equal to the sum of the values of its net assets. Specific adjustments are appropriate with respect to each of these approaches where the value of an emerging technology company is concerned. Professional valuation standards require that all of these approaches be considered in the valuation, even if the available information does not permit their credible application. Often, multiple approaches and techniques can be applied. The results of applying multiple techniques often do not overlap, and it is the analyst’s very important task to reconcile differing valuation results, or to decide which result or results should be discarded.

The purpose of this paper is to explain how value is co-created in a many-to-many (MTM) context. The authors use a case study of a non-governmental service delivery consortium engaging multiple actors to examine how value is co-created beyond the buyer-supplier dyad.

An explanatory case study of a consortium of seven UK non-governmental organisations (NGOs) delivering public service contracts is presented. Multiple data collection methods are combined; semi-structured interviews (n=30) and focus groups with internal stakeholders (n=5), participant observations (n=4) and document analysis.

The authors use three illustrative empirical examples to show how different sources, types, enablers and mechanisms of VCC are evident during service provision activities. The findings show how different service provision activities utilise different dimensions, leading the authors to suggest that dimensions of VCC may be context dependent.

As consortia differ in their context and function, the findings may not be generalisable. Nevertheless, they provide specific examples of sources, types, enablers and mechanisms of value co-creation (VCC) that may be applicable to private, public and NGOs.

Understanding how value is co-created with multiple stakeholders can offer competitive advantages likely to lead to improved sustainability, impact and performance.

The empirical study offers a reconceptualisation of VCC in a MTM context. The paper combines disparate perspectives of VCC to offer a more holistic perspective.

Recent years have witnessed a change in the corporate social responsibility (CSR) debate from questioning whether to make substantial commitments to CSR, to questions of how such a commitment should be made. Given that CSR initiatives increasingly are carried out in collaboration with non-governmental organizations (NGOs), business–NGO (Bus–NGO) partnerships are becoming an increasingly important instrument in driving forward the sustainable development agenda. The aim of this chapter is to explore motivations to partner, the value-added of Bus–NGO partnerships as well as what is enabling and impeding the realization of this value.

An analytical model is developed based on contributions from partnership literature (Austin, 2000, 2007; Austin & Seitanidi, 2012a, 2012b; Seitanidi & Ryan, 2007) and the resourced-based view. This has resulted in a process model with the following three phases: (1) formation and motivation; (2) implementation and execution; and (3) outcomes and challenges.

The empirical part of the chapter focuses on three specific partnerships in Kenya. Kenya is one of the most prosperous and politically stable states in Africa, with high growth rates making it an attractive launch pad for businesses to enter partnerships with NGOs.

The partnerships studied were all pilots still flirting with this new form of collaboration modality and struggling themselves to clearly define the value-added. Partnerships are still experimental efforts involving a steep learning curve, and showing signs that they have to evolve further as well as innovate in order to produce the expected benefits. All three partners referred to learning as one of the most important intangibles.

Business and NGOs had both different and overlapping motivations that made them propel into cross-sector alliances. The partnerships have to be configured to satisfy a variety of different motivations, resulting in complex stakeholder management. For the NGOs, it is about designing new development models, due to an instrumental need of resource enhancement and idealistic need to deliver more sustainable and efficient solutions. The analysis shows clear signs of NGOs beginning to realize the importance of classical business skills, such as management, marketing, and technical systems that companies can provide. Looking at the business, the partnership fit right into the wider strategic sustainability “umbrella” of the corporation, notably the employees are central stakeholders. It is argued that a business’s approach to CSR and perception of its own responsibilities need to evolve to higher levels according to Austin’s Collaboration Continuum to produce valuable synergies in a partnership with an NGO (Austin, 2000).

Finally, the analysis shows a Bandwagon effect throughout the sectors, where the reason to form a partnership is because everybody else is doing it, and both NGOs and businesses do not want to miss out on potential benefits.

In this interview John C Camillus, author of Wicked Strategies: How Companies Conquer Complexity and Confound Competitors shares his approach to identifying “wicked problems” that firms can then explore to find growth opportunities.

The “wicked strategies” approach that Camillus proposes is designed to convert disruptive technologies into innovative business models, reconcile conflicted stakeholders by engaging them in co-creation of value and transform an unknowable future into a desired one through the alchemy of a Feed-Forward Framework.

Camillus’ proposed Feed-Forward Framework enables and employs the process of experimentation.

Camillus’ multi-level approach starts by discerning unique “wicked problems,” then applies a “Feed-Forward Framework” that analyzes multiple stakeholder interests and develops scenarios to discover and test possible opportunities and robust strategies.

The role of the corporate headquarters that Camillus proposes differs from the approach that is conventionally employed – it focuses intensely on human resources and competency development.

The purpose of this paper is to deal with the conceptualization and measurement of the economic value of what we have termed “human capital of the third kind”, i.e. corporate culture. It also seeks to draw upon empirical research from the field of culture management to show how the economic value of human capital of the third kind can be measured.

The paper presents a theoretical framework as well as some empirical research to show how economic value of the third kind can be measured.

This has provided a different conceptualization of human capital relevant to human resources accounting. It has presented a typology of human capital consisting of three types: the economic value of individuals; the economic value of groups or teams; and the economic value of the total human organization. The paper also summarized an empirical investigation relevant to the economic value of human capital of the third kind. The results of this empirical investigation provide support for the notion that culture, or human capital of the third kind, is a significant component of overall financial success. While the results are not completely definitive, they do provide statistically significant evidence of the impact of culture as a component of human capital. This, in turn, opens the way to a new approach to human resource accounting and value measurement.

Based on this finding, we can conclude that human capital of the third kind (corporate culture) can be measured and that it does have a statistically significant impact upon financial performance. This opens the way to a new direction in human resource accounting.

This paper presents a redefinition of the overall global concept of human capital, and points the way to a new direction for future research in human resource accounting.