Abstract

Abstract

Abstract
Teamwork is a skill which many leaders seek to instil in their collaborators. However, it has proven to be elusive in many instances, which thus calls for new approaches. What factors can contribute to superior teamwork, especially amongst superstars? The article discusses what makes a good team player, which is dependent, in part, on good leadership. Drawing on some examples of team play, most notably from sport and the Euro Mediterranean region, individual talent is seen to be something different to what it takes to inspire teammates to victory. The challenge of getting talented individuals to work together is a task becoming more frequent, in organizations as well as in sport. Affable personalities and socially gifted people, in management as well as amongst players / employees, will increase in demand as leaders realize that superstars and other extremely talented individuals may distance themselves from teammates in competitive environments, making teamwork all the more difficult if we still measure [team] success in traditional ways. Attributing a prize to the best team player, the player who is voted to have contributed most to team goodwill, may entice talented individuals to contribute to the team more. The focus needs to be on the team rather than on the individual and if a team wins then, most certainly, all will have played an important part.

Abstract

Abstract
The research presented in this paper proposes a novel quantitative model for decomposing and assessing the Value for the Customer. The proposed approach builds on the different dimensions of the Value Network analysis proposed by Verna Allee having as background the concept of Value for the Customer proposed by Woodall. In this context, the Value for the Customer is modelled as a relationship established between the exchanged deliverables and a combination of tangible and intangible assets projected into their endogenous or exogenous dimensions. The Value Network Analysis of the deliverables exchange enables an in-depth understanding of this frontier and the implicit modelling of co-creation scenarios. The proposed Conceptual Model for Decomposing Value for the Customer combines several concepts: from the marketing area we have the concept of Value for the Customer; from the area of intellectual capital the concept of Value Network Analysis; from the collaborative networks area we have the perspective of the enterprise life cycle and the endogenous and exogenous perspectives; at last, the proposed model is supported by a mathematical formal description that stems from the area of Multi-Criteria Decision Making. The whole concept is illustrated in the context of a case study of an enterprise in the footwear industry (Pontechem). The merits of this approach seem evident from the contact with Pontechem as it provides a structured approach for the enterprises to assess the adequacy of their value proposition to the client/customer needs and how these relate to their endogenous and/or exogenous tangible or intangible assets. The proposed model, as a tool, may therefore be a useful instrument in supporting the commercialisation of new products and/or services.

Abstract
Product differentiation and the ability to compete in today’s demanding markets are biggest drivers of innovation. Innovation can be seen as new knowledge incorporated into products and services and in the process of new knowledge creation, organizations may not be autonomous. To overcome this issue, organizations opened their innovation processes aiming to acquire external knowledge by collaborating with several socio-economic agents (clients, partners, suppliers, universities, etc.). Several strategies and Web 2.0 based software tools were developed or adopted, aiming to include these agents in the initial stage of the innovation process. However, these tools may not be very effective in knowledge systematization – a mandatory requirement to facilitate knowledge transfer and internalization. This paper presents a method for the systematization of knowledge co-created in the process of new concepts development, in the context of user innovation. The method builds on extended conceptual maps collaboratively created and structured following the standard XTM.