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Good companies innovate. In the process, they consider target markets, target customers, new product or service offerings, and the positioning of these relative to competitors. This forms a basic strategy for the innovation. However, the lesson of competitive dynamics today is that innovation effort stops short of its ultimate potential if it does not also embrace the business model possibilities provided by the innovation itself. This short article provides a strategic lens for considering the efficacy and power of a business model for a product or service innovation.

The current paper is grounded in the empirical results of an ongoing longitudinal study (undertaken by the authors team in the U.S., Canada and Ukraine) aimed at exploring the structure, characteristics, evolution, and performance outcomes of organizational business models.

The business model’s key characteristics are customer value (the “effectiveness side” of the equation, i.e., doing right things for customers that the latters are ready to appreciate and pay for, but not always to the focal firm) and business value (the “efficiency side” of the equation, reflecting translation of the customer value into profit). Importantly, our evidence strongly reveals the dynamic nature of the business model construct, implying that the companies evolve in terms of these two dimensions.

The recommendations part of the article is primarily based on the in-depth analysis of the recent history of large companies that were struggling to: sustain customer value, and develop and apply internal product and production platforms to increase operating efficiency, and hence business value. All these firms had either slipped into or were in the danger of slipping into Impostor status, and were seeking ways to regain and sustain their Innovation advantage, often over newer entrants in their respective industries.

Introduction of the Business Model Value Matrix allowing to analyze the current company’s business model; practical recommendations regarding getting to and remaining in the Winner quadrant

There is a tremendous need for the valuation of small businesses. Oftentimes, small businessowners do not have the wherewithal to gather the data and keep it up to date for use in situations that require valuation. Formal valuations are necessary because they provide objective evidence of value, in contrast to value set by markets on which public companies are traded. This article focuses on some factors that impact the valuation of the business and will help small businessowners feel more comfortable talking with financial professionals about how the business might be valued.

The purpose of this paper is to provide an overview for senior managers of the strategic importance of ethical values in organisations working in the profit‐making and not‐for‐profit sectors.

The paper examines the principles involved and contrasts them with examples of unethical behaviour in the news at present. The paper presents the practical application of ethical business values through case studies from different organisations where ethical values are part of a positive strategy to achieve competitive advantage. There is an analysis of the case against and for ethical values, a discussion of how business ethics can be part of an organisation's strategy, the evidence that non‐executive directors and others may find of ethical behaviour in business decisions, a discussion of ethics in an international context and a short checklist of questions to provide readers with a guide to the “ethical health” of the organisation.

The arguments in favour of defining ethical values within business are persuasive.

There are examples from experience together with clear guidance about how to manage ethical values in business. Readers could start with the ethical health checklist of questions, decide how their ethical values statement, if any, compares with the examples in the papers, conduct an audit of an existing ethical strategy to identify if their values statement is being translated into behaviours throughout the organization, and test the impact of the ethical values strategy on the competitive position of the business.

The paper is educational and therefore provides value to senior managers and directors in a concise but comprehensive overview of the topic that is of current concern in the business world. It points to practical actions they can take in this respect. It could be a thought starter to managers discussing the topic at an away day for example, or for strategic leaders to discuss how to use ethical values to develop a competitive position.

A full and adequate Systematic Quantitative Literature Research Analysis of the academic literature and research on creating shared value (CSV) is long overdue. This chapter commences this process by introducing some of the academic literature currently on CSV and examining the strengths and weaknesses of this literature, while identifying gaps for future research. The chapter builds on current academic literature to include writing and research from the business community in an attempt to make this chapter both topical and accessible to anyone interested in CSV, including practitioners interested in implementing these types of projects as direct CSV projects or as part of already existing CSR strategy. It is expected that the inclusion of this type of business literature will add value to academic research going forward. The Appendix brings the chapter together by presenting examples of a variety of CSV case studies to provide ideas for future project implementation and opportunities for future research in both implementation and measurement.

The paper contributes to the discussion on valuation in organization studies and strategic management literature. The nascent literature on valuation practices has examined established markets where producers and consumers are known and rivalry in the market is a given. Furthermore, previous research has operated with a narrow meaning of value as either a financial profit or a subjective consumer preference. Such a narrow view on value is problematic and insufficient for studying the interlacing of innovation and value creation in emerging technoscientific business domains.

The authors present an empirical study about value creation in an emerging technoscience business domain formed around personalized medicine and digital health data.

The results of this analysis show that in a technoscientific domain, valuation of innovations is multiple and malleable, entails pursuing attractiveness in collaboration and partnerships and is performative, and due to emphatic future orientation, values are indefinite and promissory.

As research implications, this study shows that valuation practices in an emerging technoscience business domain focus on defining the potential economic value in the future and attracting partners as probable future beneficiaries. Commercial value upon innovation in an embryonic business milieu is created and situated in valuation practices that constitute the prospective market, the prevalent economic discourse, and rationale. This is in contrast to an established market, where valuation practices are determined at the intersection of customer preferences and competitive arenas where suppliers, producers, service providers and new entrants to the market present value propositions.

The study findings extend discussion on valuation from established business domains to emerging technoscience business domains which are in a “pre-competition” phase where suppliers, customers, producers and their collaborative and competitive relations are not yet established.

As managerial implications, this study provides insights into health innovation stakeholders, including stakeholders in the public, private and academic sectors, about the ecosystem dynamics in a technoscientific innovation. Such insight is useful in strategic decision-making about ecosystem strategy and ecosystem business model for value proposition, value creation and value capture in an emerging innovation domain characterized by collaborative and competitive relations among stakeholders. To business managers, the findings of this study about valuation practices are useful in strategic decision-making about ecosystem strategy and ecosystem business model for value proposition, value creation and value capture in an emerging innovation domain characterized by collaborative and competitive relations among stakeholders. To policy makers, this study provides an in-depth analysis of an overall business ecosystem in an emerging technoscience business that can be propelled to increase the financial investments in the field. As a policy implication, this study provides insights into the various dimensions of valuation in technoscience business to policy makers, who make governance decisions to guide and control the development of medical innovation using digital health data.

This study's results expand previous theorizing on valuation by showing that in technoscientific innovation all types of value created – scientific, clinical, social or economic – are predominantly promissory. This study complements the nascent theorizing on value creation and valuation practices of technoscientific innovation.

Despite data being a hot topic, little is known about how data can be successfully used in interactions in business-to-business relationships, specifically in the boundary spanning contexts of firms working together to use data and create value. Hence, this study aims to investigate the boundary spanning context of data-driven customer value projects to understand the outcomes of such activities, including the types of value created, how resulting value is shared between the interacting firms, the types of capabilities required for firms to deliver value from data and in what contexts different outcomes are created and different capabilities required.

Three abductive case studies were undertaken with firms from different business-to-business domains. Data were coded in NVivo and interpreted using template analysis and cross-case comparison. Findings were sense checked with the case study companies and other practitioners for accuracy, relevance and resonance.

The findings expand our understanding of firm interactions when extracting value from data, and this study presents 15 outcomes of value created by the firms in the study. This study illustrates the complexity and intertwined nature of the process of value creation, which emphasises the need to understand distinct types of outcomes of value creation and how they benefit the firms involved. This study goes beyond this by categorising these outcomes as unilateral (one actor benefits), developmental (one actor benefits from the other) or bilateral (both actors benefit).

This research is exploratory in nature. This study provides a basis for further exploration of how firm interactions surrounding the implementation of data-driven customer value projects can benefit the firms involved and offers some transferable knowledge which is of particular relevance to practitioners.

This research contributes to the understanding of data-driven customer-focused projects and offers some practical management tools. The identification of outcomes helps define project goals and helps connect these goals to strategy. The organisation of outcomes into themes and contexts helps managers allocate appropriate human resources to oversee projects, mitigating the impacts of a current lack of talent in this area. Additionally, using the findings of this research, firms can develop specific capabilities to exploit the project outcomes and the opportunities such projects provide. The findings can also be used to enhance relationships between firms and their customers, providing customer value.

This work builds on research that explores the creation of value from data and how value is created in boundary spanning contexts. This study expands existing work by providing greater insight into the mechanics and outcomes of value creation and by providing specific examples of value created. This study also offers some recommendations of capability requirements for firms undertaking such work.

This paper proposes a logical approach to valuing knowledge within the context of the business enterprise.

The methodology or approach to knowledge valuation is derived from empirical research based on a framework of intangible valuation areas (FIVA). The key valuation components of FIVA are used as the basis for the evolution of an enterprise knowledge valuation system (KVS).

A conceptual model provides the foundation a business needs to construct a KVS that aligns with business performance. This aids businesses in modeling their business intelligence and identifying intelligent behavior that significantly contributes to the decision‐making process of stakeholders in today's business enterprises.

Businesses enterprises are challenged with the development and use of knowledge within the business to positively affect the performance and market valuation of a business enterprise. The conceptual model presented in this paper expands on existing components of intangible asset and value chain models to aid business stakeholders in a method that organizes and structures enterprise knowledge such that they understand what their enterprise knowledge is and the value of their enterprise knowledge.

The purpose of this paper is to examine the extent to which New Zealand business web sites conform to the provisions of the New Zealand Privacy Act, 1993 as an articulation of the national values on the rights of individuals to information privacy. The secondary aim is to assess whether adherence to these values might be used as criteria that can reflect on the business integrity of the web site sponsor.

The privacy notices and information‐handling practices of New Zealand business web sites were analysed using a content analysis methodology. The analysis was carried out on a sample of 200 companies, selected at random from a published list of the top 800 companies in New Zealand in 2005. Government web sites were excluded.

The first research hypothesis – that New Zealand business web sites demonstrate awareness of the privacy concerns of customers by posting a privacy notice – was not supported. Similarly, the privacy notices on New Zealand business web sites did not reflect the principles of the New Zealand Privacy Act, 1993 as a basis for establishing “value congruence” with customers. Consequently the use of the principles of the Privacy Act to assess business integrity was not demonstrated sufficiently by the investigation.

The lack of a usable convention for evaluating privacy notices on New Zealand business web sites may lead to a loss of value congruence between businesses and their customers, leading to less‐than‐optimal commercial transactions. The principles of the New Zealand Privacy Act 1993 define the national values and privacy rights of online customers. The use of the Privacy Act to assess the information handling practices of New Zealand businesses online could ensure more ethical business practice, demonstrate business integrity and promote customer confidence.

The use of legislated privacy principles as a reflection of established national values on the rights of citizens could provide a useful measure of value congruence and possibly business integrity. The variety of privacy legislation worldwide reflects a global lack of agreement on acceptable principles. Nevertheless, businesses wishing to establish their integrity and value congruence would be advised to ensure that their web sites provide for the growing sensitivity to privacy issues and the way that personal information is gathered and used online.

This paper explores the conceptual and methodological issues relating to the valuation and appraisal of commercial properties where revenue generated by the provision of additional services constitutes a significant proportion of the total income flow. The paper focuses on two main areas. First, the valuation and development of the serviced office model is discussed. Second, the implications of the growing interest of landlords in acting as access managers and suppliers to their tenants are considered. The US debate on business enterprise value and hotel appraisal is reviewed. It is concluded serviced offices owner occupiers have two main assets – the tangible property asset and intangible business asset(s) – which are symbiotically linked but separable. In order to appraise these interests valuers need to be able to value businesses and property since the income flows derived from service provision will have different drivers and risk profiles than pure property‐derived income flows.