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Special Issue "Sustainable Value Management–New Concepts and Contemporary Trends"

A special issue of Sustainability (ISSN 2071-1050).

Deadline for manuscript submissions: 31 October 2019

Special Issue Editors

Guest Editor
Prof. Dariusz Zarzecki

Department of Investment and Enterprise Valuation, Institute of Management and Investment, University of Szczecin, Poland
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Interests: business valuation; assessment of investment effectiveness; financial analysis; feasibility studies; enterprise restructuring; business consulting
Guest Editor
Assoc. Prof. Marek Jabłoński

Scientific Institute of Entrepreneurship and Innovation, Faculty in Chorzów, WSB University in Poznań, Poland
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Interests: value management; business models; sustainable business; sustainable business models; performance management; corporate social responsibility; value-based management

Special Issue Information

Dear Colleagues,

Nowadays sustainable value is an important determinant of the development of modern organizations. Not only has it become an increasingly important element of the survival strategy, but also of creating long-term success.

The contemporary approach to value management is evolving. Previous work on the value based management concept was concentrated in creating value for shareholders. Shareholders were the most important beneficiaries of the value created [1,2]. This approach met with wide criticism, especially after the experience of the global economic crisis in the financial and banking markets, which peaked in 2008–2009, triggered by the collapse of the high-risk mortgage loan market in the United States. Concepts of a more balanced approach to management and investment appeared [3]. The trend of a sustainability approach to management based on the assumptions of the triple bottom line [4], corporate social responsibility, sustainable business models and other concepts has been growing for many years [5–7]. There is evidence that the concept of sustainability has become a paradigm [8]. In this respect, there is a need to understand the new approach to the concept of value not only in the context of investment processes but also in the value exchange approach. The value literature has evolved from a focus on resource exchange and value in exchange to an emphasis on resource integration and value in use. This changing perspective triggered a fresh view on the customer value proposition, understood as a strategic tool for communicating how a company aims to propose value to customers [9]. If an organization’s success is to conduct a dialogue with all key stakeholders, then the value provided should be sustained. Value should provide reasons for the monetization of the business model and create a social effect that will prevent factors that could hinder the capture of value from the market. Creating sustainable value is a process that takes into account not only the factors resulting from the contractual approach but in particular from the relational approach. The purpose of this Special Issue is to indicate the results of research into the current trends and challenges related to the sustainable value management concept.

This issue requires extensive research and analysis.

On the basis of the above-mentioned assumptions, the key issues to answer are the following:

  1. How to shape enterprises, including their business models, to the ability to generate sustainable value?
  2. How to define sustainable value?
  3. Which scientific concepts and practical experience should form the basis of a theory of sustainable value?
  4. How the creation of sustainable value can influence the success of enterprises?
  5. Can sustainable value be created, delivered, captured and appropriated to a similar degree?
  6. How co-creating value affects sustainable value?
  7. How to interpret sustainable value on capital markets?
  8. Can creating sustainable value affect the migration of values to the capital/financial markets?
  9. How to effectively manage sustainable value?
  10. Can sustainable value also exist in the public sector and how should it be defined there?
  11. How sustainable value is understood in various sectors of the economy?
  12. How does the creation of a sustainable value influence the financial and non-financial results of an organization?

References

  1. Rappaport, A. (1998). Creating Shareholder Value: A guide for managers and investors. New York: The Free Press.
  2. Copeland, T., Koller, T., & Murrin, J. (2000). Valuation: Measuring and managing the value of companies (3rd ed.). New York, NY: John Wiley & Sons, Inc.
  3. Herman, R.P. (2010). The HIP Investor. Make Bigger Profits by Building a Better World, 2010, John Wiley &Sons, Inc.
  4. Elkington, J. (1999) Cannibals with forks: the triple bottom line of 21. century business, Oxford: Capstone.
  5. Bergman, M.M., Bergman, Z., Berger, L. An Empirical Exploration, Typology, and Definition of Corporate Sustainability, Sustainability, 2017, 9.
  6. Jabłoński, A., Jabłoński, M. Research on Business Models in their Life Cycle, Sustainability, 2016, 8.
  7. Schaltegger, S., Lüdeke-Freund, F., Hansen, E.G. Business Models for Sustainability - A Co-Evolutionary Analysis of Sustainable Entrepreneurship, Innovation, and Transformation, Organization & Environment, vol. 29, First Published February 25, 2016.
  8. D’Humieres P., Towards a sustainable European business model? Foundation Robert Schuman, European Issues, Number 460/30th January 2018.
  9. Eggert, A., Ulaga, W., Frow, P., Payne A. Conceptualizing and communicating value in business markets: From value in exchange to value in use, Industrial Marketing Management Volume 69, February 2018.

Prof. Dariusz Zarzecki
Assoc. Prof. Marek Jabłoński
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All papers will be peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1700 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • sustainability
  • sustainability management
  • sustainability business model
  • creating value
  • value migration
  • stock exchange
  • financial market
  • public sector
  • theory of sustainable value

Published Papers (2 papers)

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Research

Open AccessArticle The Mechanisms of Creating Value vs. Financial Security of Going Concern—Sustainable Management
Sustainability 2019, 11(8), 2278; https://doi.org/10.3390/su11082278
Received: 9 March 2019 / Revised: 31 March 2019 / Accepted: 11 April 2019 / Published: 16 April 2019
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Abstract
The subject of this research study is the quantification of corporate value creation in relation to the level of the financial security of a company’s functioning. The research aims to compare the two mechanisms. Assessments concern the degree of the balancing of effects [...] Read more.
The subject of this research study is the quantification of corporate value creation in relation to the level of the financial security of a company’s functioning. The research aims to compare the two mechanisms. Assessments concern the degree of the balancing of effects in the context of value creation and financial security sustainable management. The analysed entities comprise all the manufacturing enterprises in Poland in 2007–2018, included in public statistical data. In light of the above, the study is unique in character, comprising the broadest possible range of entities. The results support the main hypothesis—which is subordinated to the study’s adopted main target—as well as five sub-hypotheses. The study employs a multifaceted logit model of financial security, and the multifaceted value measure. The paper examines value drivers as well as financial security explanatory variables. The study makes use of cause and effect analysis, object relocation analysis and an analysis of the variability and clustering of objects. On the basis of the detailed research findings, the following rule was demonstrated: there is a directly proportional relationship between the effects of the value creation process and the ensuring of financial security in manufacturing enterprises (compliance with the sustainable management principle). Full article
(This article belongs to the Special Issue Sustainable Value Management–New Concepts and Contemporary Trends)
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Open AccessArticle Resource Integration, Reconfiguration, and Sustainable Competitive Advantages: The Differences between Traditional and Emerging Industries
Sustainability 2019, 11(2), 551; https://doi.org/10.3390/su11020551
Received: 25 December 2018 / Revised: 18 January 2019 / Accepted: 18 January 2019 / Published: 21 January 2019
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Abstract
Emerging industries bear great difference from traditional industries. It is valuable to explore the effectiveness of different resource management methods in the two industries. Based on this, the purposes of this paper are first to define and distinguish two core resource management methods [...] Read more.
Emerging industries bear great difference from traditional industries. It is valuable to explore the effectiveness of different resource management methods in the two industries. Based on this, the purposes of this paper are first to define and distinguish two core resource management methods (i.e., resource integration and resource reconfiguration), and second to research the different impact paths of resource integration and resource reconfiguration on the sustainable competitive advantages in different industries. Primarily, in order to achieve these purposes, this paper explores the generation path of resource integration and resource reconfiguration from the perspective of organizational learning; secondly, the empirical analysis method is applied to examine the different influences between resource integration and resource reconfiguration on sustainable competitive advantages. Based on 208 samples in traditional industries and 220 samples in emerging industries, the results show that resource integration and resource reconfiguration are the consequence of organizational learning. In traditional industries, resource integration and resource reconfiguration have a positive impact on sustainable competitive advantages, respectively, resulting in a “concerto effect” on sustainable competitive advantages. While, in emerging industries, though resource integration has a positive impact on sustainable competitive advantages, however, there is an inverted U-shaped relationship between resource reconfiguration and sustainable competitive advantages. In such a situation, the “concerto effect” disappeared. This paper not only reveals the uniqueness of different resource management methods in different industries but also enriches the applications of resource management theories in different situations. Full article
(This article belongs to the Special Issue Sustainable Value Management–New Concepts and Contemporary Trends)
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