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This study aims to analyze the dynamic of front end development (discover, define and create/analysis and test phases) in the co-creation with multiple stakeholders taking into account the value creation and capture process in a strategic business, consulting project, adding knowledge sharing flows.

The first phase of the study consisted of a review of the narrative literature. The method chosen for analyzing the findings is the narrative synthesis, which sought to identify and show the complementarity between the areas studied. Then, a summary of the review presents a conceptual structure. At the third phase of the study consisted of a field survey characterized for being a descriptive-exploratory and qualitative investigation based on a single case study.

For the results, three phases of evolution in the relationships among stakeholders can be characterized, namely: formation, strengthening and integration. With regard to value capture, it is also possible to characterize three phases of simultaneous non-linear evolution: sharing of perceptions, ideas and experiences, self-reflection, and vision and solution. With regard to knowledge sharing, two important flows were characterized: solution development and socialization and communication, in which there is a greater relationship with the development of trust, commitment, tie strengthening and shared vision. And some insights from the perspective of integrating dynamic capabilities and front end with value co-creation with multiple stakeholders.

Practical and theorical results of the evolution of value co-creation on the front end phases dynamic.

Adopting a qualitative research design and following a single case study research methodology 21 semi-structured interviews with asset integrity project managers (PM), project sponsors (PS) and members of the project management office (PMO) were conducted. These were complemented with company’s project management framework documents and tools and direct observation by the researcher’s observation.

The data on the value creation in the mining asset integrity and improvement project portfolio was collected through 21 interviews with PM, PS and members of the PMO and complemented by observational data and the analysis of the Australian mining company process documentation.

The study finds that establishing a culture of delivering value supported by functional governance is critical for effective value creation practice in asset integrity and improvement project portfolios. In addition, early engagement of the key stakeholders with clearly defined roles and utilisation of project value management artifacts, enables effective value delivery throughout the project lifecycle.

The research offers an empirically grounded framework to facilitate value creation throughout the project lifecycle in asset integrity and improvement project portfolios drawing on a benchmarking case of an Australian mining company.

The purpose of this paper is to know how do early-phase planning of real estate (RE) and facilities management (FM) create value for owners and users of commercial and public sector buildings.

The data were collected in Norway in 2015 through a national online survey (N = 837). The sample gives a good picture of Norwegian owners’ and even users on tactical-level (customer) perspectives on RE and FM. The data have been analysed through descriptive statistics and exploratory factor analysis. The hypotheses have been tested through analyses of correlations and ordinary least square (OLS) linear regressions.

Exploratory factor analysis made it possible to establish seven composite variables (constructs). Based on these seven constructs, six hypotheses were derived and tested. Obstacles and financials have no significant effect on buildings’ perceived usability. The most important factors during early-phase planning that influence buildings’ perceived usability and lifetime value creation are measures promoting environment and life-cycle costs (LCC), FM, adaptability and image.

Further empirical and preferably, comparative studies are needed to establish whether the findings can be generalized. The study has shown that a building’s usability and lifetime value creation is largely determined by decisions made during early phase planning.

Well-founded early-phase planning of RE and FM may actually provide very high return on the investments and significantly improve the buildings’ lifetime value creation for owners and users. Early-phase planning is also of great importance both for buildings’ physical design, as well as for successful FM during the buildings’ use phase, and may prevent irreversible blunders.

This is a large N empirical study in Norway. The findings indicate what owner and users of buildings should emphasize during early phase planning.

The purpose of this paper is to identify and explain the triggers and processes of value creation in Australia's chicken meat supply chains. This industry was chosen as the critical case due to the rapid rise in poultry meat consumption in western markets. This study addresses the lack of understanding about the transformation of agri‐food supply chains to provide a chronological and historical explanation of patterns of value creation in this industry.

A historical case study approach was chosen. Multiple primary and secondary sources were collated and analysed to describe events in narrative form.

Analysis of the patterns of value creation revealed four major phases in the evolution of Australia's chicken meat supply chains. In each phase a dominant form of value creation was identified and the triggers that facilitated the transition between phases are described.

As the study is confined to a single industry, further research in other settings is needed to verify the patterns described. Since agri‐food supply chains are dynamic they should be continuously monitored to identify trends that resemble previous triggers and processes, or manifest as novel ones.

This study takes a historical perspective to identify the triggers and patterns of value creation in Australia's chicken meat supply chains. A schema of phases of value creation is offered that can potentially be applied by practitioners in other industries to diagnose the possible outcomes of prior events and actions by supply chain members.

The research problem in this study is how a client (as a project owner) should organise early stakeholder involvement and integration in the front-end phase of a project. This study aims to create normative managerial statements as propositions from the client's perspective and to combine them into a set of activities enabling efficient organisation in the front-end phase of a hospital construction project.

Action design research (ADR) was carried out in a large hospital construction project where the first author acted as an “involved researcher” and the other authors acted as “outside researchers”.

The authors created seven normative managerial propositions that were verified by the case project stakeholders and developed a managerial framework describing the client's essential stakeholder involvement and integration activities in the front-end phase of a hospital construction project based on these propositions. The authors have also depicted the subphases of the front-end phase: value definition phase in the client permanent organisation, value proposition phase in the client Programme Management Office (PMO) and finally development phase in the alliance organisation ending on the final investment decision.

The collaborative contract delivery model enables the early involvement and integration of stakeholders. It has been somewhat surprising to note the extent to which collaborative contracts change the client role in the project front-end. The results offer practical activities for how clients can manage front-end activities in collaborative contracts.

The case project offered a platform to analyse how the collaborative contract delivery model changes the emphasis of activities in the front-end of a project. One of the key benefits of collaborative contracts is that development, design and delivery occur partially in parallel, thereby enabling contributions from production to be included in the design and development. The benefit of having a real-life case under study provides the possibility to triangulate and analyse rich data, however limited by the qualitative case method.

This study examines the impact of customer value creation on hotel performance. Customer value is seen as a multi-phase and multi-party process that combines hotel and tourist perspectives while also integrating the participation of frontline employees. The study also investigates financial performance (FP) and customer-based performance (CBP).

Data were collected from Morocco through multiple-informant design surveys to explore three perspectives related to three actors involved in the process, that is, the managers, the employees and the tourists. The hypotheses were tested with SmartPLS4.

The findings reveal that customer value positively and significantly impacts not only the FP of hotels but also the CBP. The results highlight a sequential relationship in which each actor drives the subsequent phase to definitively enhance the hotel's performance. The results further show significant mediation effects in the customer value sequence. Moreover, the results show a significant and positive effect of CBP on FP.

Theoretical and managerial implications of the research are discussed and future important researches are drawn from the study limitations.

Managers must be aware that frontline employees and guests are crucial for creating customer value, which enables to improve their performance. The results highlight that hotels should motivate and involve frontline employees in value propositions (VP) development. Furthermore, the guests are the final arbiters of value who drive hotels' performance. Moreover, for additional FP, managers are required both to deliver superior value and create loyal customers.

This study mostly confirms previous findings and highlights a sequential relationship among three phases involving three actors of customer value. However, it reveals more reasonable and robust results in the mediation effect of the value offering (VO) between the VP and the perceived value-in-use (PVI). This study is also the first to provide evidence on the mediation effect of the PVI between the VO and the CBP.

This paper aims to re-examine the nature, aim and scope of internal market orientation (IMO) and introduce it as a value creation mechanism for the firm’s internal market. A service-dominant logic (SDL)-based perspective of the IMO notion is advanced, and the key steps and phases for value creation in the internal market are outlined.

This conceptual paper bridges the IM discourse with the SDL literature, and the latter’s implications for internal marketing theory and practice are discussed.

Drawing on the premises of the SDL, IMO re-surfaces as an interconnected operant resource that can be enacted through performing three sets of activities central in the value creation process for internal stakeholders (i.e. value-identifying, value-generating and value-enhancing activities). These groups of relevant value-enabling activities required for IMO enactment are extensively discussed and their role in the value creation process is scrutinized.

This conceptual paper aspires to provide a managerially relevant understanding of value creation in the firm’s internal market. An SDL-driven understanding of IMO is advanced setting it as a value creation mechanism appealing to a wider range of organizations.

This study aimed to examine the digital transformation of business-to-business (B2B) sales and its effects on the management of value-based selling.

The study adopted a qualitative interview research design. A total of two participant groups—one consisting of sales management professionals and the other consisting of buyers—were created to conduct abductive data analysis to gain a new understanding of B2B sales management.

As a result of the digital transformation of sales, companies are shifting B2B sales towards value-based selling using a more proactive, continuous process wherein digital value co-creation activities play a big role. Similarly, their buyers now expect more proactive communication about new value propositions, but social media channels are of little importance to most B2B buyers. The management of digital value co-creation activities should be addressed from the sales ecosystem perspective, where non-sellers tend to have a strong role in communicating new value propositions.

There needs to be further research on digital value co-creation activities in the sales ecosystem, as value-based selling requires that selling organizations focus more on educational digital content marketing and engagement with non-sellers via both marketing and sales activities.

Companies rarely exploit experts and project personnel when implementing digital sales strategies; however, they often meet with customers personally and network with them. This requires a broader perspective on sales management.

This is one of the first studies to explore the management of value-based selling from both seller and buyer perspectives.

Understanding how dyadic negotiations and group decision processes evolve over time requires specifying the basic elements of process, modeling the configuration of those elements over time, and providing a theoretical explanation for that configuration. We propose a bead metaphor for conceptualizing the basic elements of the group negotiation process and then “string” the beads of behavior in a helix framework to model the process by which group negotiations evolve. Our theorizing draws on the group decision development literature (e.g. Bales, 1953; Poole, 1981, 1983a, b; Poole & Roth, 1989a, b) as well as on the negotiation process literature (e.g. Gulliver, 1979; Morley & Stephenson, 1977). Our examples are from our Towers Market studies of negotiating groups.

Fierce competition drives software vendors to rely on Software-as-a-Service (SaaS) strategies and to continuously match new releases with customers’ needs and competitors’ moves. Such recurrent release practices pose specific challenges for software vendors which shape how they service customers. To address these challenges, this paper aims to apply service science to innovate strategies for SaaS release management.

Based on action research methodology, the authors collaborated closely with Software Inc., an alias for a large multinational software provider, to apply service-dominant logic systematically, to analyze and improve its SaaS release management process and to support ongoing value co-creation with its customers.

The authors provide a detailed account of how Software Inc. improved its SaaS release management practices; they extend current understanding of service innovation dynamics in SaaS environments and offer a model of value co-creation in SaaS release management grounded in the findings from Software Inc.

The research draws on a single case study with particular characteristics. Still, it allows for analytical generalizations with both theoretical and practical implications for how SaaS managers can improve recurrent release practices based on foundational service-dominant logic principles.

The authors suggest that SaaS managers concentrate on knowledge-sharing with customers, ensure continuous communication among teams supporting the service, re-organize release management to enhance the value co-creation process, use technology to improve customer service experiences and use service mapping to improve release management and service quality.

The authors bridge service-dominant logic principles and SaaS knowledge by demonstrating how service-dominant logic can be used to improve SaaS release practices and by offering conceptual and practical knowledge about value co-creation between customers and suppliers in SaaS contexts.