Strategic Orchestration as a driver to create shared value

Does strategic outsourcing create financial value ?

As the reach of outsourcing extends to include strategic business functions, a central question for outsourcing managers is whether outsourcing creates value. In contrast with transactional outsourcing, strategic outsourcing is characterised by higher levels of business uncertainty and complex co-ordination requirements. Consequently, strategic outsourcing involves greater contractual risks and...

Designing Contracts and Sourcing Channels to Create Shared Value

In complex supply chains, the benefits and costs of technological innovations do not always accrue equitably to all parties; their adoption may thus critically depend on sourcing relationships and incentives. In a setting with uncertain and endogenous process yield, we study the potential of two features—contract design and sourcing channel—to create mutual benefit in decentralized value chains...

Customers as Innovators: A New Way to Create Value

Do joint ventures and strategic alliances create value for bondholders?

This paper investigates whether joint ventures and strategic alliances create value for bondholders by examining the bond market’s reaction to announcements of these two types of cooperative business activities. Based on 2964 announcements from 1985 to 2011, we find that joint ventures and strategic alliances create significant value for bondholders. The average two-month abnormal bond return i...

Entrepreneurial opportunity as the potential to create value

Unpacking the concept of entrepreneurial-opportunity to include three categories of essential ingredients, provides a fruitful framework for applying Israel Kirzner’s approach to entrepreneurship—bridging the entrepreneur as someone alert to opportunities to create value, to real world situations requiring the entrepreneur’s evaluation of resource-inputs and prospective outputs, and his percept...