This study examines the influence of a networking culture and social relationships on value creation. The paper begins with a review of several value-creation models and the concept of value co-creation. Having presented three theoretical approaches to value co-creation (S-D Logic, SSME, and the Viable System Approach), the paper proposes a new value-creation model (the ‘value pyramid’) that incorporates the interaction of diverse actors, including stakeholders. An empirical analysis of managerial perceptions of networks and social relationships in four business cases is then presented. The study confirms that networks and social relationships are important in fostering value creation and business competitiveness. Keywords: value creation; value pyramid; network; social relations; Viable System approach (VSA).
File in questo prodotto:
Non ci sono file associati a questo prodotto.