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عنوان فارسی مقاله:
با در نظر گرفتن ارزش ایجاد پروژه: بررسی ادبیات ساختار یافته با جهت های آینده برای تحقیق و عمل
عنوان انگلیسی مقاله:
Taking stock of project value creation: A structured literature review with future directions for research and practice
سال انتشار : 2015
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بخشی از مقاله انگلیسی:
2. Theoretical background
Value creation is a complex and multifaceted concept that is central to management and organization literature. Value creation applies to various levels such as micro level (individual, group), mesa level (organization), and macro level (networks, industries, society) (Della Corte and Del Gaudio, 2014; Lepak et al., 2007). There is confusion about the term, and Lepak et al. (2007) mention three important reasons for that confusion: First, the multidisciplinary nature of management and organization, where scholars within strategic management, organizational behavior, strategic human resource management, corporate finance, marketing, organizational psychology, and beyond address value creation differently (Barney, 2013; Della Corte and Del Gaudio, 2014; Lepak et al., 2007). Second, value creation refers to both content (what is value?) and process (how is value generated?) (Lepak et al., 2007: 181). Finally, the process of value creation is confounded with who creates value and who captures value—and scholars argue that we need to distinguish between value creation and value capture (Bowman and Ambrosini, 2000, 2010). Lepak et al. (2007: 182) define value creation in this way: “[V]alue creation depends on the relative amount of value that is subjectively realized by a target user (or buyer) who is the focus of value creation – whether individual, organization or society – and that this subjective value realization must at least translate into the user's willingness to exchange a monetary amount for the value received”. It follows from this definition that there is perceived use value, subjectively assessed by the user (or buyer), and then monetary exchange value, the price paid for the use value created (Bowman and Ambrosini, 2000: 13). We define value in this paper as the quotient of benefits/costs (alternatively satisfaction of needs/use of resources) (adapted from Morris, 2013: 83; Quartermain, 2002: 44–45–44–46), where “[v]alue is not absolute, but relative, and may be viewed differently by different parties in differing situations” (European Standard, 12973-2000, 2000: 12). Project management literature has also dealt with value and value creation, but generally at a more operational level. Value engineering and value analysis can be traced back to the 1940s with the aim to optimize projects and processes. Value management was later established as a more generic term to focus on the overall achievement of value (Quartermain, 2002; Thiry, 2002b). The intention with value management was to optimize both benefits and costs in projects, but it very often meant reducing capital cost rather than focusing on the nominator, i.e., increasing benefits and thereby enhancing value (Morris, 2013: 83). Value management (and related terms) has its source from industrial engineering (General Electric, US Department of Defense) (SAVE International, 2007). Another concept, benefits management, emerged in the 1980s and 1990s to understand the return on investment from IT (Breese, 2012), and later diffused into mainstream program and project management as an important discipline (Association for Project Management, 2012; Office of Government Commerce, 2011). The term value creation was reinforced as part of the UK initiative to rethink project management to emphasize value creation from projects rather than solely on the delivery of products (Winter et al., 2006b). This furthermore implied that project management was associated with the strategic management thinking of value creation (e.g., Normann, 2001) and thereby subscribing to value creation as a complex, multilevel, and multifaceted concept (Lepak et al., 2007).
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کلمات کلیدی:
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