Sustainable Value Management New Concepts And Contemporary Trends

Sustainable value management reveals a new space for studying business models. The traditional approach is based on the assumption that the goal of any business is to make money. All decisions regarding supply and production should be made to maximize profit. The discrepancy in creating non-economic value is sometimes the result of separating ownership from control over an enterprise. Although shareholders are interested in maximizing profit, management that actually makes decisions can also pursue other goals. In addition to economic aspects, the management intentions of modern managers are also influenced by factors arising from the organizational culture built, co-created within the organization and sometimes with the participation of external actors such as suppliers and customers. The sources of the creation of social values will be the management intentions of top management, often initiated by the adopted values and rules on the basis of which resources are bound within the structure of the business model. The value of sustainability is based on the identification of those creative sources that relate to economic and social value. Economic value is created through social value and vice versa. This allows the complementarity of the value created to be mutually supportive. The business model that integrates both of these values should be more resistant to crises than the one that is oriented only toward producing economic value. Concurrent implementation of economic and social goals increases resilience and affects the success of modern business models. This is due to the specificity of the business ecosystem that is built as part of the business model, which, in essence, is based on the use of social factors to merge the business model into a complex ecosystem capable of producing value.

Sustainable value management reveals a new space for studying business models. The traditional approach is based on the assumption that the goal of any business is to make money. All decisions regarding supply and production should be made to maximize profit. The discrepancy in creating non-economic value is sometimes the result of separating ownership from control over an enterprise. Although shareholders are interested in maximizing profit, management that actually makes decisions can also pursue other goals. In addition to economic aspects, the management intentions of modern managers are also influenced by factors arising from the organizational culture built, co-created within the organization and sometimes with the participation of external actors such as suppliers and customers. The sources of the creation of social values will be the management intentions of top management, often initiated by the adopted values and rules on the basis of which resources are bound within the structure of the business model. The value of sustainability is based on the identification of those creative sources that relate to economic and social value. Economic value is created through social value and vice versa. This allows the complementarity of the value created to be mutually supportive. The business model that integrates both of these values should be more resistant to crises than the one that is oriented only toward producing economic value. Concurrent implementation of economic and social goals increases resilience and affects the success of modern business models. This is due to the specificity of the business ecosystem that is built as part of the business model, which, in essence, is based on the use of social factors to merge the business model into a complex ecosystem capable of producing value.

Ensuring the sustainability of early stage companies and increasing awareness of the need for balancing targets against different stakeholder groups among young companies are not well developed. Young companies, in the first place, want to achieve financial success very often without regard for aspects such as the environment, positive relationships with employees, suppliers or other stakeholder groups, fulfilling requirements of labor law, etc. Another issue is that of companies whose business models are based on actuarially-preferred concepts, such as sharing economy, sustainable development, e-comers, e-commerce, renewable energy, social media, and others. A key issue is the resignation of companies from an approach to business, based on the foundations of classical economics to the sharing economy. Theory and practice seek new solutions in the sphere of value sharing in these new areas of sharing, and innovative forms of its implementation. Intriguing is the relationship of these business models with sustainability issues, as well as wondering how technology can influence sustainability. A contemporary approach to consumer value fits in with the assumption of a shared economy. It is interesting how it affects the assumptions of sustainability of business. The ongoing changes in the value system of potential consumers create new conditions for the design of sustainability business models and creation of innovation.

This book provides a unique guide to value management and sustainability in construction to researchers and professional. The book provides a better understanding of the concept of value management, the basis of sustainable construction and thereafter, demonstrates how using the principles of value management can help to achieve successful construction projects that are financially viable, socially beneficial and do not damage the environment. The book serves as an introduction to value management for scholars and researchers at all levels; and also as a practical guide for construction professionals, employers and other stakeholders in the construction industry.

The issue of value-based management is present in many areas of business and management. Value as an economic category determines strategic choices, the investment attractiveness of business models, competitive advantage, and the effectiveness and efficiency of the organization. Value is a key factor that determines the occurrence of business transactions. It is subject to valuation in terms of company purchases and sales, mergers or restructuring. It determines the rationality of designing business models. A value proposition is a factor that determines whether a company with a particular business model will succeed or not. Value is also important in non-profit organizations and building smart cities. It is everywhere. The exchange of value is the basis for an economic and social approach to the modern economy. The dynamic perspective of value-based management is particularly evident in the emergence of new concepts related to the Digital Economy. New trends in value migration, value capture, and value retention are the features of a network economy, where the exchange of value has not only an economic aspect, but a social aspect above all. Difficulties in valuing companies in the digital economy are unambiguous. Intangible values are currently a decisive factor in shaping the approach to building new and innovative business models. The reason for deciding to produce a book entitled Strategic Value Management and the Dynamic Perspective was due to the great interest in scientific research concerning this area. Substantial needs in the field of discovering the determinants responsible for effective value-based management also result from the needs of business practice. Therefore, the monograph issued to the readers is highly interdisciplinary. It presents the findings of scientific research and the analyses of authors from many research centers. The authors of individual chapters, indicating modern trends and directions of the development of value-based management, prove how broad the concept is and how important it is in terms of contemporary management. This book is intended for management theoreticians and business practitioners interested in effective value-based management in a dynamically changing environment. It can also be an inspiration for business consultants in terms of the implementation of the modern concepts of value-based management in modern companies.

The energy and fuel industries represent an extensive field for the development and implementation of solutions aimed at improving the technological, environmental, and economic performance of technological cycles. In recent years, the issues of ecology and energy security have become especially important. Energy is firmly connected with all spheres of human economic life but, unfortunately, it also has an extremely negative (often fatal) effect on the environment and public health. Depletion of energy resources, the complexity of their extraction, and transportation are also problems of a global scale. Therefore, it is especially important nowadays to try to take care of nature and think about the resources that are necessary for future generations. For scientific teams in different countries, the development of sustainable and safe technologies for the use of fuels in the energy sector will be a challenge in the coming decades

This book provides insight into the Life Cycle Management (LCM) concept and the progress in its implementation. LCM is a management concept applied in industrial and service sectors to improve products and services, while enhancing the overall sustainability performance of business and its value chains. In this regard, LCM is an opportunity to differentiate through sustainability performance on the market place, working with all departments of a company such as research and development, procurement and marketing, and to enhance the collaboration with stakeholders along a company’s value chain. LCM is used beyond short-term business success and aims at long-term achievements by minimizing environmental and socio-economic burden, while maximizing economic and social value.

The modern mechanisms of strategic management are created by the dynamic changes which occur in today's business environment, which differs radically from how it operated a few years ago. In many cases, organizations do not fight for competitive advantage, but mere survival. The key determinant of business operations is ensuring continuity in business. Organizations operating in a quasi-profitable economy focus on capturing value through offering a unique value proposition by defining effective and efficient income generation logic. They trigger new values to survive in a turbulent environment. At the same time, they compete not only with products or services, but primarily with business models, which must generate new business space, possibilities and opportunities. Companies therefore need to scale this business, that is, to maintain a similar or better level of performance while increasing or decreasing the number of components and resources while adjusting the limits of the impact in the environment. Therefore, the key is to remain in business on the one hand, and to scale the business on the other. The former is often shaped by the principles of responsible business, the expression of certain values; while scaling is embedded in a resource-based concept based on selective adaptation to market realities and growth which generates revenue but does not excessively increase business costs. This is also related to the development of a certain symbiosis, synergy and symmetry in business and the scaling of the mechanisms of mutual proportions. The monograph presents these two areas of contemporary business. It refers, inter alia, to the concepts of business models in terms of market continuity, the principles of corporate social responsibility, value-based management, sustainable development, the mechanisms of building intercultural rules for doing business and risk management. The monograph consists of chapters covering both theoretical and practical aspects. It opens up many new research and application areas that can be used for the conceptualisation and operationalisation of business. The purpose of the monograph is to present modern business management trends aimed at business continuity and scaling with the use of various concepts, methods and tools for strategic and operational management. The monograph contains 20 chapters which deal with the sustainability and scalability of business -- theory and practice. The achievements of the monograph are: -determining key trends in the theory and practice of sustainability and scalability of business, defining key ontological beings and their use in the strategic and operational management of modern companies, presenting the new dimensions of sustainability and scalability as seen through the eyes of the international authors of individual chapters, the possibility of applying the solutions contained in the monograph. The Editor and Authors hope that the presented combination of theory and practice will satisfy the needs of readers, in particular the managers of modern companies, business consultants and researchers of business phenomena.