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Despite the considerable hype about how Big Data Analytics (BDA) can transform businesses and advance their capabilities, recognising its strategic value through successful adoption is yet to be appreciated. The purpose of this paper is to focus on the process-level value-chain realisation of BDA adoption between SMEs and large organisations.

Resource-based theory offered the lens for developing a conceptual BDA process-level value chain adoption model. A combined two-staged regression-artificial neural network approach has been utilised for 369 small, medium (SMEs) and large organisations to verify their critical value chain process-level drivers for successful organisational adoption of BDA.

The findings revealed that organisational BDA adoption success is driven predominantly by product—and service-process-level value, with distinctive discrepancies dependent on the organisation’s size. Large organisations primarily embrace BDA for their external value chain dimensions, while SMEs encompass its internal value chain cues. As such, businesses will be advised to acknowledge their organisational dynamics and precise size to develop the right strategies to adopt BDA successfully.

The study advances the understanding of the role of internal and external value chain drivers in influencing how BDA can be successfully adopted in SMEs and large organisations. Thus, appreciating the organisation’s unique attributes, including its size, will need to be carefully examined. By investigating these elements, this research has shed new light on how developing such innovative capabilities and competencies must be carefully crafted to help create a sustainable competitive advantage.

For an organisational positioning, acknowledging the role of internal and external value chain drivers is critical for implementing the right strategies for adopting BDA. For larger businesses, resources for innovation often can be widely available compared to SMEs. As such, they can manage their costs and associated risks resourcefully. By considering the identified value-chain-related adoption success factors, businesses should be better positioned to assess their competencies while being prepared to adopt BDA.

The study offers the research and business community empirical-based insights into the strategies needed to successfully adopt big data in an organisation from a process-level value chain perspective.

This paper aims to question the capacity of firms embedded in global value chains to manage their natural resources in a sustainable way. Thus, it offers guidelines for more sustainable value chains.

While business strategies have focused on optimizing natural resource exploitation and on constructing global value chains to face sustainability issues, this study first explains why these strategies are not effective in preventing natural resource depletion. Second, it offers a model for anticipating resource depletion. The cut flower industry constitutes a central case to explain the model. Two other industry cases complement the demonstration.

To anticipate natural resource depletion and thus improve industry sustainability, firms must shift from the exploitation of endangered natural resources to the use of alternative local ones. This shift, however, encourages firms to reconstruct value chains and rethink how they create value within these new value chains. It also has an impact on firms’ growth strategy: they must replicate value chains on a local scale instead of taking part in global value chains.

The findings rely on illustrations from the cut flower, fishing and textile fiber industries. Generalization to other industries may strengthen the argument.

This study offers a model of sustainable growth for firms willing to anticipate natural resource depletion by offering a shift in value chains. It consists of exploiting alternative natural resources and of rethinking the value offered to consumers. Thus, it goes against current models that merely focus on optimizing natural resource exploitation within global value chains.

Porter's value chain has been a keystone of strategic analysis. However, because of processes associated with economic globalization: outsourcing, brand marketing and “knowledge economy” phenomena, value drivers have changed dramatically over the last 20 years. The added‐value chain provides an expanded mental model for practitioners and academics to develop and communicate strategies for value creation.

The expanded set of activities in the added‐value chain was developed based on experience using the value chain in real world situations and analyzing leading business and strategy models that are commonly used by firms today.

The added‐value chain incorporates new sources of value creation such as the firm's brand, reputation and “social capital” or goodwill in addition to profit margin. The Added‐Value Chain also adds three primary activities.

Managers performing value‐chain analysis need to take into account newly important business drivers.

Expanding the value chain ensures that no potential strategic activity is forgotten and no opportunity for enhancing value is over‐looked.

The purpose of this article is to demonstrate the importance of a strategic approach to collaborative innovation and the use of a value chain research methodology for identifying opportunities for co‐innovation.

Value chain analysis is used to map three flows in the Houston Farms value chain; material flow, information flow and relationships. Having diagnosed the current level of co‐innovation we then identify improvement projects and opportunities for co‐innovation to reduce cost and add value, for the benefit of the value chain as a whole.

The application of the value chain analysis methodology to the Houston Farms value chain revealed the importance of strategy and robust processes in key areas for co‐innovation – R&D and new product development. It also revealed that small businesses can enjoy a degree of success as a result of comparative advantage in certain areas but that sustainable competitive advantage cannot occur by chance – identifying the potential for co‐innovation is an important first step in the right direction.

The value chain innovation roadmap represents a useful framework for exploring the current state and future capability for co‐innovation in a value chain. The value chain analysis methodology is an effective diagnostic tool as it focuses on what happens at the interface between stakeholders and how this relates to what final consumers regard as value adding, rather than traditional financial and functional KPIs which make it difficult to explore the competitiveness of the value chain as a whole.

The explicit and objective measurement of what consumers value is an important addition to the value chain analysis methodology and the co‐innovation roadmap is an original attempt to illustrate the core drivers and capabilities for achieving co‐innovation in a value chain. The insights from the case demonstrate the value of this approach to companies who are open to innovation and recognise the need to focus the use of scarce value‐adding resources on specific value chains and the needs and wants of final consumers therein.

The paper aims to offer a five‐step method for discovering a customer's particular strategic needs based on a unique application of value‐chain analysis.

The paper presents a five‐step approach. Step 1 explains how internal and external value chains can be used separately and in related ways. Step 2 shows how to construct a customer's value chain. Step 3 shows how to identify the customer's business strategy by examining this value chain and using other kinds of information. Step 4 explains how to use additional information and intelligence to leverage that understanding into strategic needs and priorities. Step 5 explains how a firm's marketing function can best use this method of value‐chain analysis as a new strategic capability.

The benefits for doing this analysis on important customers include: identifying new high value business opportunities (and improving revenue); and strengthening the business‐to‐business (B2B) customer relationship: clarifying their strategic priorities allows enhanced alignment of actions with desired results.

A value‐chain analysis – combined with other kinds of information –is key to discovering the B2B customers' strategic needs and creating new business that will not only get a receptive audience but also command premium margins.

For B2B service companies, it is the external value chain that presents many new opportunities for business growth. Even though these processes occur outside the corporation, the strategic opportunities they reveal and areas of risk they highlight warrant careful study.

The tourism industry consists of various players and tourism demand is met by the joint efforts of these players. However, it seems that there is no attempt in the tourism management literature proposing frameworks or models, which can assist the tourism companies, evaluate and control the overall tourism value chain. This paper attempts to show the usability of value chain concept in the tourism industry to manage and measure the value chain processes.

A tourism value chain model with four stages; win order, pre‐delivery support, delivery, and post‐delivery support, is developed. A value chain performance measurement model for the tourism industry is suggested according to the value chain model developed.

There is an opportunity to study the tourism industry as a value chain and to develop a value chain oriented performance management and measurement framework that would allow various players to communicate and coordinate their processes and activities in a more mature manner. Therefore, it becomes critical to measure and manage the overall efficiency and effectiveness of the tourism product and services from a value chain management perspective. The framework has some implications for both practitioners and researchers.

The tourism companies can use the suggested model as a guide to evaluate their performance in terms of customer and internal dimensions through the value chain perspective. Mapping of existing thinking on performance measurement against the proposed tourism value chain model reveals gaps for further research, such as: the need to study the tourism industry as an end‐to‐end value chain; the need for understanding and measuring the performance of front‐end win‐order and pre‐delivery‐support processes; and the need for managing the delivery process as a whole rather than as two or three unrelated services. The model is intended to be useful for the practitioners when designing and implementing a framework who search for the whole tourism chain effectiveness using both internal and customer related metrics.

The paper highlights the need to evaluate the overall tourism value chain through the customer and internal dimensions and suggests a unique model for this aim.

Global value chains (GVCs) are facing unprecedented pressures arising from structural changes in the global economy and exogenous shocks including military conflicts and the aftermath of COVID-19. Considering the importance of value chain analysis in the current environment, the purpose of the study is to provide an up-to-date overarching global value chain literature review study that offers suggestions for research and practice to ensure resilient value and supply chains.

The authors provide a comprehensive review of literature of the value chain, commodity chain and production network research based on a systems overview of 5,628 publications to identify the extent of research on vulnerabilities and resilience of value chains globally and gaps therein. To provide the systems overview, the authors use scientometric content co-occurrence analysis methods to analyze and identify gaps within the existing literature.

Based on this overarching review of the literature, the authors identify gaps in the literature primarily related to the issue of unpreparedness of value chains to exogenous shocks. The authors suggest future research directions and propose an integrative model along with recommendations for restructuring value chains for resilience amidst exogenous shocks.

This study carries out an overarching study of interdisciplinary GVC literature in the age of geopolitical and societal challenges and is thus able to offer holistic insights and propositions for future research.

The aim of this paper was to analyze the role of the Cooperative of Farmers and Fishermen of the Lago do Cuniã Extractive Reserve (COOPCUNIÃ) in the inclusion of residents in the caiman meat value chain in Porto Velho, Brazil.

A total of six interviews were conducted with key actors to investigate the research problem in the Lago do Cuniã EXRES, namely the president and project advisor of the cooperative, two extractivist members of the cooperative and two non-member residents. The key actors were selected based on the following criteria: being over 18 years old, residing within the reserve and having participated in some stage of the caiman meat value chain.

The results demonstrate that the cooperative contributes to the inclusion of extractivist residents in the value chain, income generation and poverty reduction, enabling the production and marketing of caiman meat. Additionally, it overcomes challenges and improves the quality of life of the local population.

This study emphasizes the social and economic benefits for isolated regions with low productive development. For public policymakers, the results demonstrate that inclusion has enabled access to technology and markets. For the cooperative, it showcases actions oriented towards development, social inclusion and quality of life.

The originality of the article lies in the analysis of the role of a value chain within an environmental protection area in the Amazon, balancing economic, social and environmental factors.

O objetivo foi analisar o papel da Cooperativa dos Agricultores e Pescadores da Reserva Extrativista Lago do Cuniã (COOPCUNIÃ) na inclusão dos moradores na cadeia de valor da carne de jacaré em Porto Velho, Brasil.

Foram realizadas 06 (seis) entrevistas com atores-chave para investigar o problema de pesquisa na RESEX Lago do Cuniã, a saber: o presidente e o assessor de projetos da cooperativa, dois extrativistas cooperados e dois moradores não cooperados. Os atores-chave foram selecionados com base nos seguintes critérios: ser maior de 18 anos, residir na reserva e ter participado de alguma etapa da cadeia de valor da carne de jacaré.

Os resultados demonstram que a cooperativa contribui para a inclusão dos extrativistas na cadeia de valor, com a geração de renda e redução da pobreza, viabilizando a produção e comercialização da carne de jacaré. Além disso, supera desafios e melhora a qualidade de vida da população local.

Este estudo enfatiza os benefícios sociais e econômicos para regiões isoladas e com baixo desenvolvimento produtivo. Para os formuladores de políticas públicas, os resultados demonstram que a inclusão possibilitou o acesso à tecnologia e aos mercados. Para a cooperativa, mostra ações voltadas para o desenvolvimento, inclusão social e qualidade de vida.

A originalidade do artigo está na análise do papel de uma cadeia de valor dentro de uma área de proteção ambiental na Amazônia, equilibrando fatores econômicos, sociais e ambientais.

This chapter reflects on how global value chain resilience can be achieved in the aftermath of recent crises. Drawing on the view that globalization is not linear, and that contextualization is an important part of the international business discipline, the author argues that global value chain resilience needs to also be viewed from the perspective of emerging market supplier firms. Building resilience from international production restructure to create more flexibility may enhance multinational lead firms’ resilience in the aftermath of recent crises. But they may not be viable options for emerging market supplier firms that are location- and activity-bound. Building resilience from supplier firms’ perspective may have more to do with increasing operational efficiency in their value chain. Contextualizing resilience from the perspective of emerging market firms should contribute to ongoing discussions and debate on future global value chain resilience.

The scope of this chapter is to present in a simple and synoptic way the main components of tourism as a consumer-driven business field. The main purpose of this chapter is to discuss the tourism system and tourism value chain as the analytical frameworks for tourism businesses.

A literature review was conducted on conceptual issues and managerial aspects of tourism system and value chain.

This chapter highlights the fact that tourism is not a science or a scientific discipline; it is just a body of knowledge. It presents, in a synoptic and clear way, the building blocks of the tourism, that is, the approaches of tourism system and tourism value chain, as well as the concept of tourism experience.

This chapter is explorative in nature, because the discussion is mostly based on a literature review.

Tourism is a multifaceted activity, which touches upon many different economic activities that are connected as a system. Thus, tourism must be understood as a system that includes interrelated elements working together. The model of a value chain can be applied in tourism, both at business and destination levels. Tourists are the focal point of the global value chain in international tourism.

This chapter analyses analytical frameworks, models and concepts in an integrated way. This analysis is very useful in creating a better understanding of the tourism industries and the business ventures in this field.