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With the continuous improvement of public–private partnership (PPP) projects, the participants' value creation goals are not only limited to achieving the basic performance objectives but also to realising value added. However, the effect of traditional contract management on realising the value creation objectives of PPP projects is limited. According to the view of multifunctional contract, joint-contract functions that integrate contract control and flexibility are likely to be effective in enhancing the value creation of PPP projects. This study aims to explore the effects of joint-contract functions on PPP project value creation and relevant influencing mechanism by investigating the mediating effect of in-role behaviour and extra-role behaviour.

After collecting 258 valid questionnaires from PPP professionals in China, this study used structural equation modelling to validate the hypotheses.

Contract control and flexibility can improve PPP project value creation. Specifically, contract control improves the achievement of the basic contract objectives of PPP projects, whereas contract flexibility enhances the achievement of the value-added of PPP projects. Moreover, only in-role behaviour mediates the effect of contract control on value creation. In addition, the mediating effect of extra-role behaviour on the impact of contract flexibility on value creation is stronger than that of in-role behaviour. The mediating effect of in- and extra-role behaviour is mainly reflected in the realisation of basic and value-added performance, respectively.

The findings of this study can help realise value creation in three ways. Firstly, new perspectives for PPP project value creation should be proposed by combining the improvement of contract objectives and the realisation of the participants' implicit demands. Secondly, the effects of different contract functions on value creation should be analysed instead of a single dimension of contractual governance. Thirdly, the mediating effects of different types of cooperation behaviour that may influence the relationship between contractual governance and value creation should be evaluated.

This study verifies the impacts of different contract functions on PPP project value creation. In addition, cooperative behaviour is embedded as a mediating variable, and the mediated transmission path from contract function to cooperative behaviour and further to PPP project value creation is systematically analysed.

In this research, we address the following questions: (1) Do joint ventures (JVs) create value for both parent firms in the dyad? (2) How is the total value created in the venture influenced by resources and capabilities of the two parent firms? In addressing these questions, our objective is to provide added insight into the performance of JVs by shifting the level of analysis to the dyad from the individual parent firm. Our results indicate that a significant proportion of JVs created value for both parents. However, there was also considerable evidence of value destruction with a large proportion of JVs resulting in positive returns to one parent and negative returns to the other. In terms of the second question, we find that the total value created in a JV increases as the value of resources in the dyad increases and decreases with the differential in the value of resources between parents. We argue that the latter effect occurs because when there is a wide differential in capabilities, incentives are shifted away from joint value creation and cooperative behavior toward non-cooperative behavior and appropriating private benefits. Our findings broadly highlight the important role of private benefits in JVs and provide evidence that these benefits significantly influence the performance and dynamics of inter-firm collaboration in various ways.

This study aims to identify informal institutions for bottom-of-the-pyramid (BoP) business models in the agricultural sector through the case study of banana growers’ cooperatives.

A case study of six banana cooperatives from Colombia was conducted. The research followed a mixed design, using both qualitative and quantitative data and the application of structural equations.

This study shows that social capital, networking and alliances are essential in BoP businesses.

Authors defined a model of informal institutional factors for the generation of economic and social value in inclusive business, using the new institutional theory and the conceptual development of BoP in agri-business.

Entrepreneurial ecosystems have become policy strategies to stimulate entrepreneurial activities, yet the current understanding underlying value creation and the factors influencing this value-capturing mechanism remains limited. In this chapter, we systematically review literature related to the entrepreneurial ecosystem, and we seek to provide a greater understanding of the value creation process within an ecosystem. The findings from our content analysis shed light on the multifaceted structures and drivers of the value creation process. The study contributes to studies and theory development in the field of entrepreneurial ecosystem literature and further advances potential future research.

The global business environment has brought about great innovation according to the advent of the fourth industrial revolution era. Most of the enterprises are focusing on adapting to the era of the fourth industrial revolution and trying to find appropriate strategies. Competitiveness among enterprises is changing fiercely. Such environments are threatening to the sustainability of enterprises. In this regard, it is a key issue that how enterprises can be sustainable and gain competitive advantage. Based on this background, this study emphasized the importance of environmental involvement. Enterprise can improve its image through environmental involvement. Since enterprise image is a variable that directly impacts enterprise growth and performance, it promotes the sustainability of the enterprise. Therefore, this study aims to explore the improvement factors of environmental immersion and verified its influence.

This study focused on creating shared value as a factor to improve environmental involvement. It is divided into three components, which are economic values, social values and cooperative values, respectively. The role of these three factors in enhancing environmental involvement was clearly identified and the process of enhancing enterprise image was verified.

The mediating effect of environmental involvement on the relationship between creative shared values (economic values, social values and cooperative values) and enterprise image was demonstrated.

This study emphasized the importance of environmental immersion in the era of the fourth industrial revolution and provided a way to improve enterprise image, which is directly related to the sustainability of the enterprise.

The purpose of this paper is to identify and explore important value‐creation initiatives in buyer‐seller relationships (BSRs).

Following a literature review and the presentation of an appropriate conceptual framework, an exploratory study of 14 BSRs in a variety of European industries is undertaken using in‐depth semi‐structured interviews with key informants.

The findings justify a distinction being drawn between two types of value‐creation initiatives: those that are important in transaction‐based arrangements (in which efficiency is paramount); and those that are important in interaction‐based relationships (in which effectiveness is paramount). Of the ten value‐creation initiatives identified in the literature review, seven were found to be of importance in the BSRs of the present sample.

Despite genuine attempts to select a heterogeneous sample, most of the data did come from sellers. Future studies could look more deeply into buyer data to explore these issues in BSRs.

The paper provides managers with practical guidance on the selection of appropriate value‐creation initiatives in various types of BSRs.

The paper reports the first known empirical study of value‐creation initiatives in BSRs.

In contrast to the MDGs' top-down approach, the SDGs took the bottom-up approach of participants, creating an open space for soliciting their aspirations, efforts, creativity, and commitment. Inclusive business (IB), identified as the key means to alleviate poverty and inequality in developing countries, undeniably struggles in this space to find new ways of thinking and management to achieve a suitable balance between serving social needs and achieving business sustainability. However, multinational corporations have not yet made significant achievements, due to a biased orientation of including the poor into their system of developed countries' institutions. From a neutral position, not asking who includes or yields to whom, this research project proposes to use the concept of institutional interconnections and its various analytical factors to examine how diverse partners are interconnected to overcome institutional differences. Differences in interconnections are hypothesized to differentiate IB's socioeconomic effects and poverty alleviation.

Sustainable buildings bear enormous potential benefits for clients, service providers, and our society. To release this potential a change in business models is required. The purpose of this paper is to develop a new business model with the objective of proactively contributing to sustainable development on the societal level and thereby improving the economic position of the service providers in the construction sector.

The modeling process comprises two steps, the formal structuring and the contextual configuration. In the formal structuring systems theory is used and two levels are analytically separated. The outside view concerns the business model’s interaction with the environment and its impact on sustainability. The inside view focusses on efficient value creation for securing sustainability. The logically deductively developed business model is subsequently theory-led substantiated with Giddens’ structuration theory.

The relevant mechanisms for the development of a new service offer, which creates a perceivable surplus value to the client and contributes to sustainable development on the societal level, are identified. The requirements for an efficient value creation process with the objective of optimizing the service providers’ competitive position are outlined.

The model is developed logically deductively based on literature and embedded in a theoretical framework. It has not yet been empirically tested.

Guidelines for the practical implementation of more sustainable business models for the provision of life cycle service offers are developed.

The construction industry’s impact requires it to contribute proactively to a more sustainable development of the society.

This paper analyzes the role for the players in the construction sector in proactively contributing to sustainable development on the societal level. One feasible strategy is proposed with a new business model, which aims at cooperatively optimizing buildings and infrastructures and taking the responsibility for the operating phase via guarantees.

Value has been conceptualized as the result of co-creation involving service firms and customers. Currently, however, little is known about why and how customers engage in value co-creation with a service firm. Thus, the purpose of this paper is to explore the role of co-production in value co-creation in the context of banking services from the customers’ viewpoint. The literature has consistently examined the linear effects of trust and decision-making uncertainty on co-production. The study extends this research stream by considering the negative quadratic effects of trust and decision-making uncertainty on co-production. Therefore, this study not only examines the linear and negative quadratic effects of trust and decision-making uncertainty on co-production within a single, simultaneous model but also tests the effect of co-production on value co-creation. Moreover, this study includes and explores the moderating effects of service innovativeness and service effort on co-production in determining value co-creation.

The hierarchical moderated regression was used to test the hypotheses.

The findings support the positive linear effects and negative quadratic effects among trust, decision-making uncertainty and co-production. Meanwhile, the results indicate that co-production positively affect value co-creation. Service innovativeness and service effort enhance the effect of co-production on value co-creation.

This study shows the presence of the opportunity of trust and decision-making uncertainty, which confirms the existing literature, and the challenge of trust and decision-making uncertainty, which extends the literature. This study is the first one to shed light on the negative quadratic effects of trust and decision-making uncertainty on co-production. This study also offers insights into value co-creation and thus enhances the current understanding of value phenomena. Academics and practitioners would greatly benefit from a comprehensive understanding of co-production and the associated value co-creation for the parties involved.