Abstract
Corporations will remain viable if they manage to replace our current procedural thinking with systemic thinking that feeds into three more general effects: Decoupled resource creation, sustainable value cycles, and multidimensional, integrated participation networks. To this end they have to rearrange business management and strategies in such a way that they serve the development of value adding networks. Truly viable organizational and network cultures activate the social dimension of shared values in such a way that the value created by the company is reflected in its cultures. As soon as companies recognize and appreciate that the creation of values is their most essential value creation process and their only means of ensuring lasting viability, they will understand that this process needs a different set of instruments than the established indicators used in traditional management (such as balanced scorecards, EFQM). The holistic and integrated instrument panel they need is the values cockpit. It measures the principal and secondary values and the changes in the awareness capital, social capital, and values capital at work.
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Glauner, F. (2019). Value Adding Networks: Paths Towards Future Viability. In: Managing Future Enterprise. SpringerBriefs in Business. Springer, Cham. https://doi.org/10.1007/978-3-030-03116-9_3
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DOI: https://doi.org/10.1007/978-3-030-03116-9_3
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