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Sociology
General Social Sciences

Value-Creating Networks: Organizational Issues and Challenges

Profile image of Verna AlleeVerna Allee

2009, The Learning Organization

https://doi.org/10.1108/09696470910993918
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20 pages

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Abstract
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This paper discusses the creation of value within organizational networks, focusing on both tangible and intangible aspects. It highlights the evolution of value network analysis (VNA), rooted in financial and intellectual capital management. The study emphasizes the significance of internal value networks traditionally overlooked in favor of external stakeholder interactions. By utilizing various analytical approaches and mapping techniques, the paper presents insights on how networks can effectively create value and improve business performance.

Figures (5)
Figure 1: VNA fills the analytical gap between other organizational performance tools. ine ability or V INA to Detter aescribe elrectlve WOTK NEtWOTKS Nas Deen Clearly demonstrated al many organizations addressing a wide range of business issues. The number o f published case studies and academic articles referencing and applying V alue Network Analysis is multiplying rapidly with more than 50 relevant academic articles published in 2007, more than double those published in 2006. Company adoption of VNA, especially the Allee method, has been growing rapidly in global companies, government agencies, and civil society organizations and network:
Figure 1: VNA fills the analytical gap between other organizational performance tools. ine ability or V INA to Detter aescribe elrectlve WOTK NEtWOTKS Nas Deen Clearly demonstrated al many organizations addressing a wide range of business issues. The number o f published case studies and academic articles referencing and applying V alue Network Analysis is multiplying rapidly with more than 50 relevant academic articles published in 2007, more than double those published in 2006. Company adoption of VNA, especially the Allee method, has been growing rapidly in global companies, government agencies, and civil society organizations and network:
Figure 2. Escalated “As Is” technical repair in a utility company.
Figure 2. Escalated “As Is” technical repair in a utility company.
Figure 3. Technical Repair “Happy Path” where everything works as it should.
Figure 3. Technical Repair “Happy Path” where everything works as it should.
Figure 5. Technical Repair Escalation value flow.
Figure 5. Technical Repair Escalation value flow.

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