Abstract
As with the private and public sectors, in the third sector much definitional and
conceptual ambiguity exists as to what value is and how it is specified and assessed (Austin and Seitanidi, 2012; Neghina et al., 2014). Proponents advocating the delivery of enough value to keep stakeholders on board contradict stakeholder theory upholding the allocation of more than the minimum amount to optimise organisational performance (Coff, 1999; Freeman and Harrison et al., 2007). To address these challenges this paper draws empirical insights from an in-depth case study examining value co-creation by adapting Austin and Seitanidi’s (2012) Collaborative Value Creation (CVC) framework.
conceptual ambiguity exists as to what value is and how it is specified and assessed (Austin and Seitanidi, 2012; Neghina et al., 2014). Proponents advocating the delivery of enough value to keep stakeholders on board contradict stakeholder theory upholding the allocation of more than the minimum amount to optimise organisational performance (Coff, 1999; Freeman and Harrison et al., 2007). To address these challenges this paper draws empirical insights from an in-depth case study examining value co-creation by adapting Austin and Seitanidi’s (2012) Collaborative Value Creation (CVC) framework.
| Original language | English |
|---|---|
| Title of host publication | 22nd EuROMA Conference Neuchatel Switzerland |
| Pages | 1-13 |
| Number of pages | 13 |
| Publication status | Published - 30 Jun 2015 |