標題: Ethical customer value creation: Drivers and barriers
作者: Lin, Grace Tyng-Ruu
Lin, Jerry
科技管理研究所
Institute of Management of Technology
關鍵字: value creation;customer value creation;competitive advantage;drivers of customer value creation;barriers to customer value creation;machinery measuring equipment industry
公開日期: 1-八月-2006
摘要: There is a long-standing discussion on the positive interactions between enterprise value creation and business competitiveness. The corporate value can be seen as being created from three major sources within the cycle - from employees, from processes, and from customers or investors through reinvestment. To achieve competitive advantages, a firm must create more value than its competitors in the industry. Emphasizing that, firms should explore the positive drivers of customer value creation, allowing for a true value creation that will lead to increments in competitiveness. In reality, however, there are also barriers that hinder customer value creation. Targeting the above issues that have not yet been explored or analyzed, we have collected related literature at the first stage. Based on these presumable assumptions, this paper then conducts an empirical study by surveying and analyzing the relevance given by the investigated leading machinery measuring equipment firms in Taiwan, regarding the concerns as drivers and barriers in relation to customer value creation. This paper especially aims to answer several key questions: What drivers revolving around employees and processes can facilitate the organization to create more value for its customers? Conversely, what barriers block the organization from creating value for customers in examining the same dimensions? Does value creation direct an organization's profitability and competitiveness? Our questionnaire survey results show that the most recognized and agreed drivers of customer value creation in consideration of employees are "distinctive skills", "personal experience", "learning and training", and "team work"; and, in regard to the firm's processes, the key drivers are "innovation and evolution", "R&D capability", and "capability for differentiation". Conversely, the most recognized and agreed barriers to customer value creation in relation to employees are a "distrustful environment" and "inadequate knowledge"; and, in terms of processes, they are "short of core technology", "poor resource support", and "bad services and attitudes". Furthermore, our in-depth interview outcomes reveal that "capital sufficiency" and "mergers and acquisitions" are in practice considered to be other important customer value creation drivers; in contrast, "cultural and structural barriers" and "short of mechanisms to measure customer value creation effectively" are viewed as additional critical barriers to customer value creation.
URI: http://dx.doi.org/10.1007/s10551-006-9009-5
http://hdl.handle.net/11536/14357
ISSN: 0167-4544
DOI: 10.1007/s10551-006-9009-5
期刊: JOURNAL OF BUSINESS ETHICS
Volume: 67
Issue: 1
起始頁: 93
結束頁: 105
顯示於類別:期刊論文


文件中的檔案:

  1. 000240056800007.pdf