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has not been prepared in accordance with the procedures appropriate to formally edited texts. Some sources cited in this paper may be informal documents that are not readily available. The findings, interpretations, and conclusions expressed herein are those of the author(s) and do not necessarily reflect the views of the International Bank for Reconstruction and Development or the World Bank and its affiliated organizations, or those of the executive directors of the World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. This paper may not be resold, reprinted, or redistributed for compensation of any kind

STVC 2015 Panel Report: High Value Manufacturing i Copyright © 2009

♦ WWII changed the World economy ♦ War ravaged nations built new, efficient industrial capabilities ♦ Global competition shifted to higher quality and lower prices ♦ Knowledge content increased in complex products and services ♦ Computers began to provide “Knowledge Amplifiers” 1950s Deming & Durant: Quality requires knowledge and understanding

STVC 2015 Panel Report: Sustainable Development i Copyright © 2009

This research aims to demonstrate that the combination of intangible assets leads to more value creation than the partial contribution of each of them. Our study observed a sample of 252 non-financial French companies listed on the Paris Stock Exchange over the period 1999-2007. This sample

This paper uses demography, group process, and network methods to investigate top management team (TMT) value creation. The TMT is cast as an important boundary-spanning mechanism that facilitates organization-level innovation by accessing, processing, and distributing information. Results from a

also gives some empirical evidence for the developed framework. It is argued that with regard to relationship management intra- and inter-organizational information technology deployment has different effects on relationship atmosphere (i.e. trust and commitment) and on the value creation

case study of oil field unitization (where a single firm is designated as unit operator to develop the oil reservoir as a whole) is analyzed to illustrate the following points: a full resource-based analysis of value creation must incorporate the role of property rights to internalize externalities

This paper deals with value creation in industrial networks. The argument put forward is that value is realised in the exchange between two business actors. However, the antecedents of the value must be search for both beyond the focal exchange of resources, as well as below the same. Therefore we