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PurposeThe purpose is to understand how the role of quality functions might evolve amidst digitalisation and an increased focus on services. This study focuses on customer feedback and how it can function as activation triggers for developing absorptive capacity, as well as how it relates to the value creation processes.Design/methodology/approachFollowing a qualitative research design, the authors gathered primary data from interviews with quality managers at 17 UK and Swedish firms and triangulated it with secondary information from the firms' web pages.FindingsThe findings show that customer feedback-based activation triggers can support development of absorptive capacity in the quality function if there are established processes for acting on customer feedback. This is often the case for codified feedback, which normally concerns products. However, digitalisation offers new opportunities of engaging in value co-creation, and firms need to develop digital capabilities to manage new technologies and data analytic tools. For personalised feedback (the main category of service-related feedback), established processes are missing.Originality/valueThis study work contributes to knowledge about how quality functions respond to customer feedback on both products and services. It clarifies why the quality function sometimes struggles to contribute to service quality as much as to product quality. From a theory development perspective, the authors contribute to understanding customer feedback-based activation triggers, how they lead to development of absorptive capacity and their relation to value co-creation on a functional level.

PurposeThis study aims to build an integrated model for information technology (IT)/information system (IS) team exploration and exploitation innovation in the business-to-business (B2B) enterprise context by empirically investigating the mediating role of tacit-explicit knowledge co-creation and exploring the behavior approach of servant leaders for IT/IS team exploration-exploitation innovation.Design/methodology/approachThe authors' analysis was supported by 182 enterprise-IT/IS teams (403 participants) in Taiwan. The authors used a questionnaire and Structural Equation Model (SEM)-SmartPLS to validate the development model. This study examines IT/IS exploration-exploitation innovation using a combination of quantitative survey research and qualitative case studies.FindingsThe specific roles of direct and mediating effects for two innovations of IT/IS team exploration and exploitation were investigated. The findings show a direct effect of knowledge creation (tacit and explicit) on IT/IS team exploration-exploitation innovation. Servant leader behavior positively influences tacit-explicit knowledge co-creation practices, IT/IS team exploration and exploitation. Moreover, knowledge creation (tacit and explicit) successfully mediates the correlation between servant leaders and IT/IS team innovations (for exploration and exploitation).Practical implicationsManagers, IT/IS consultants and enterprises at the executive level are suggested to encourage knowledge co-creation practices, both tacit and explicit to support their IT/IS team innovation. The greater the degree of explicit knowledge (i.e. socialization and internalization) and tacit knowledge creation (i.e. externalization and combination), the greater will be the opportunities for meeting the enterprise-IT/IS team exploration and exploitation innovation goals. The project manager may follow servant leadership behavior to promote effective knowledge co-creation process on the IT/IS team.Originality/valueThis effort contributes to greater and new understanding of how ambidexterity capability, tacit-explicit knowledge co-creation (mediators) and servant leaders for IT/IS team exploration-exploitation innovation in the B2B enterprise context and new foundations for future studies on a cross-enterprise IT/IS team. This research is also the first empirical effort to understand how a servant perspective leadership contributes through the knowledge co-creation process for IT/IS exploration-exploitation innovation.

The transition to the water circular economy (WCE) requires several stakeholders' awareness, articulation, and action involving complex governance concerns. As a participatory approach to identifying problems, designing solutions, and implementing strategic actions, the co-creation process should support stakeholder involvement to adjust existing institutional arrangements to foster the WCE. This article designs and applies a co-creation process to analyse the perception of key stakeholders about institutional challenges for water reuse and explore their contributions to innovate policy, planning, and governance for the implementation of new water reuse technology in Almendralejo (Spain), Lecce (Italy), Omis (Croatia), and Eilat (Israel). The findings indicate that implementing a new water loop encounters complex institutional and production-related obstacles, which different stakeholders address in varying ways. Moreover, the proposed solutions to the on-site issues identified emphasise the need for actions that foster engagement and collaboration, particularly to enhance awareness, training, and regulation. Addressing these challenges associated with adopting new water loops, even when technical, may depend on non-technical solutions regarding the institutional framework. The co-creation processes highlight the importance of focusing on institutional arrangements and stakeholder awareness while implementing new water loops to ensure and promote symbiotic territories that consider the policy, producers', and users' strategies.

Many municipalities face intense development pressures, challenging them to ensure spatial sustainability. Current assessment methods are designed for larger projects and are often time‐consuming and resource intensive. Certification systems like ÖGNI, DGNB, LEED, and BREEAM use detailed but rigid criteria, making them unsuitable for dynamic co‐creation processes. Smaller projects lack tools to visualize development impacts or generate tailored sustainability checklists. This article introduces the Adaptive Design (AD) Evaluator, an innovative, step‐by‐step methodology for sustainable impact assessment in building and planning projects. The AD Evaluator involves public and private stakeholders in a co‐creation process, integrating questionnaires, system dynamics models and spatial analysis to efficiently assess project interventions. The results are presented visually, enabling adaptable, resource‐efficient planning across four sustainability pillars. This approach supports quick assessments, offering perspectives from both developers and system owners (e.g., municipalities) and minimizes deviations from sustainable outcomes. The innovation of this approach lies in the introduction of the first conceptual scenario assessment generator for qualitative sustainability inventory and impact assessment in planning practice. The AD Evaluator supports the co‐design of structured yet flexible planning pathways for sustainable and adaptive urban environments by mapping and visualizing the impacts of planning in a jointly negotiated framework.

Purpose: This research aims to develop a digital capability maturity model to find the critical capability and define the maturity level of the digital services creation process for the Business Process Outsourcing (BPO) company, which services cover the end-to-end client’s non-core activities involving people, process, and technology.Design/methodology/approach: The study conducts qualitative approaches in variables selection using grounded theory, followed by in-depth interviews and focus group discussion confirming the chosen variables as relevant capabilities. Additionally, quantitative approaches are used to define the impact of those capabilities on the process through an online survey of 208 employees and Structural Equation Modelling (SEM) for model analysis.Findings: The research proves that alignment strategy has a positive impact on the organizational and individual capabilities, both of which have a positive impact on the process. All capabilities are defined in the “quantitatively managed” maturity level, while the collaboration culture and value creation skill indicators are required to be prioritized in development for having a significant driver yet an inferior performance.Practical implications: The proposed model is built to be generally utilized to help the BPO companies understand their critical capabilities and improve their maturity level to lead the industry. The research contribution is not only to develop a model that is suitable for a particular business but also to create more value for academic purposes through improving the model by introducing a new variable \"alignment strategy\" and “organizational capability” as an essential component influencing the process.Originality/value: This is a multimethod study that elaborates empirical evidence, literature review, and professional judgment to assess the capabilities of the digital services creation process, to prove the importance of alignment between those capabilities, and to define the process maturity level.

Understanding disability remains a challenge. Although the international community has largely embraced the idea that disability is the product of social and environmental practices, society still lacks good conceptual frameworks. In an era when the rights of persons with disabilities have been enshrined in international and national laws, such frameworks have become a necessity. Within the province of Quebec, Canada, the Disability Creation Process (DCP) model has served such a role. Furthermore, recent efforts to enrich the model enhance the applicability of this powerful tool to a broader range of contexts. As a result, the DCP model could be used more widely than it is today. In this paper we provide the foundations of the approach encapsulated by the model and explain how its usage guides policy development and service delivery within the province of Quebec. We also highlight its forward-looking capacities.

The paper aims to identify, characterize, and determine the method of managerial activities in the value creation process for buyers and suppliers with the subsequent determination of their significance. The study employs a hybrid methodology combining theoretical and empirical approaches. The theoretical framework was developed through a systematic review of contemporary literature, leading to the creation of a procedural model for effective value creation in B2B environments. This model outlines key managerial activities, including the diversification of suppliers and buyers, securing communication channels, value identification, determination of value creation variants, and feedback evaluation. To empirically validate this framework, interviews were conducted with managers from twenty Slovak manufacturing enterprises. These interviews aimed to assess the alignment between the theoretical model and actual managerial practices and to identify any discrepancies or areas for improvement. The findings indicate that while managers engage in several key activities intuitively, there are notable variations in the application of specific practices. The study contributes to the literature by bridging theoretical concepts with practical implementation. It offers actionable recommendations for enhancing value creation processes, highlighting the importance of aligning managerial practices with theoretical best practices to achieve better stakeholder satisfaction and business success.

To date, the studies on managerial loss aversion have produced contradictory findings, making it impossible to: (i) identify the ultimate impact of managerial loss aversion on the value that organisations create for themselves and for their stakeholders, and (ii) mitigate the effect of managerial loss aversion to improve corporate value creation. With the aim of filling this gap, the authors of this paper first performed a Systematic Literature Review (SLR), resulting in 65 relevant papers. The 65 papers were then analysed through a Thematic Analysis (TA), which was aimed at isolating and revising the single effects of managerial loss aversion on the corporate value creation process. Once it became clear when and how managerial loss aversion leads to negative impacts on corporate value creation (such as suboptimal investments in corporate social responsibility, short-term-oriented budget expenditures, illegal corporate conduct in favourable contexts, and low demand for audit quality), a novel theoretical framework was built. This framework proposes some preliminary approaches to mitigate these detrimental effects. In particular, future empirical research may operationalise potential debiasing strategies, derived from critical analysis of the literature, to reduce managerial loss aversion in different business settings, thereby improving corporate value creation.

The aim of this paper is to explore the impact of environmental innovation on employment in 85 Russian regions (federal subjects) for the period 2010–2014. In particular, we use latitude and longitude coordinates to compute the distance between Russian regions according to haversine formula. In this way, we measure the spillovers as the weighted sum of R&D capital stock on the basis of computed distance. The contribution to the literature is to explore whether environmental innovations are labour-friendly or labour-saving in Russia. From the empirical results of least squares dummy variable corrected (LSDVC) estimator, we observe different results by Federal Districts (groupings of the federal subjects) of the Russian Federation. The finding is very important in terms of policy implications for supporting employment.

Purpose In current economy, the knowledge and intellectual capital are considered as the most important organizational assets and are one of the key resources to gaining competitive advantage in organizations. The aim of this study is to explore the relationship between knowledge creation and IC through the empirical study in the pharmaceutical industry. Design/methodology/approach This paper adopts the SECI model to examine the formats of knowledge creation process (KCP) and a research model depicting the relationship between KCP and different components in the IC of pharmaceutical industry. A valid instrument was adopted to collect the required data set on KC processes and IC dimensions, and finally 470 complete questionnaires were collected. The structural equation modeling was used to assess the measurement model and test the research hypotheses. Findings The results support research model, and also revealed KCP has significant influence on the accumulation of human capital. Socialization and externalization are considered the main knowledge creators in the pharma industry. The performance of human capital manifests significant effect on structural capital and relational capital. Originality/value This research not similar to most of the prior KCP-IC relevant research, has adopted SECI model and research method to facilitate the exploration of the mutual influences between KC processes and IC dimensions in the pharmaceutical industry. The research results confirm and report the general proposition of a mutual KCP-IC relationship.