The dynamics of value creation: mapping your intellectual performance drivers

The paper highlights the importance of visual representations of strategic intent in order to understand how organizational resources - especially intangible assets and intellectual capital - are used to create value. Based on the literature the paper provides a taxonomy of organizational value driv...

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Bibliographic Details
Published in:Journal of intellectual capital 2004-06, Vol.5 (2), p.312-325
Main Authors: Marr, Bernard, Schiuma, Giovanni, Neely, Andy
Format: Article
Language:English
Subjects:
Balanced Scorecard
Balancing
Bundling
Case studies
Competitive advantage
Complement
Corporate culture
Drivers
Dynamics
Human capital
Intangible assets
Intellectual capital
Intellectual property
Knowledge
Managerial skills
Organization theory
Organizational behavior
Product development
Representations
Resources
Strategy
Studies
Success
Taxonomy
Value creation
Visual
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Summary:The paper highlights the importance of visual representations of strategic intent in order to understand how organizational resources - especially intangible assets and intellectual capital - are used to create value. Based on the literature the paper provides a taxonomy of organizational value drivers. Grounded in the resource-based view of the firm, which argues that organizational resources or assets are bundled together and interdependent, it then highlights shortcomings in the strategy map approach based on the balanced scorecard. The paper then introduces the value creation map that utilizes both direct and indirect dependencies to map value creation. It is suggested that this approach complements the strategy map approach by extending its view of value creation from direct to both direct and indirect dependencies. Subsequently, the paper presents a case study of how the value creation map was applied to understand the new product development process in a leading furniture manufacturing firm.
ISSN:1469-1930
1758-7468
DOI:10.1108/14691930410533722