Making sense of project value from a value-co-creation perspective: an exploratory conceptual framework

Masad, H; Chew, E

Making sense of project value from a value-co-creation perspective: an exploratory conceptual framework

Masad, H Chew, E

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Publisher:: Elsevier
Publication Type:: Conference Proceeding
Citation:: Procedia Computer Science, 2016, pp. 271 - 286 (15)
Issue Date:: 2016-10-06

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Field	Value	Language
dc.contributor.author	Masad, H	en_US
dc.contributor.author	Chew, E https://orcid.org/0000-0002-5850-2455	en_US
dc.date	2016-10-05	en_US
dc.date.available	2016-05-29	en_US
dc.date.issued	2016-10-06	en_US
dc.identifier.citation	Procedia Computer Science, 2016, pp. 271 - 286 (15)	en_US
dc.identifier.issn	1877-0509	en_US
dc.identifier.uri	http://hdl.handle.net/10453/57610
dc.description.abstract	This paper proposes a conceptual framework to make sense of how project value is created in projects. We study the extant project management value creation literature using a value co-creation lens based on service-dominant (S-D) logic. We explore how project value is proposed, exchanged and then realized following a project life-cycle. This leads to the identification of an exploratory “value co-creation life-cycle” framework. This framework shows value as a whole transcends the limitation of measurable products value normally used to define the project value. In particular, it shows how operant resources (or actors) - typically referred to as stakeholders - within the project management system exchange services and integrate resources in order to co-create value. The exploratory framework, in turn, would enable future investigation of real projects with the view to unpacking the complex dynamic behavior of project value creation.	en_US
dc.publisher	Elsevier	en_US
dc.relation.ispartof	Procedia Computer Science	en_US
dc.relation.ispartof	International Conference on Health and Social Care Information Systems and Technologies	en_US
dc.title	Making sense of project value from a value-co-creation perspective: an exploratory conceptual framework	en_US
dc.type	Conference Proceeding
utslib.location	Porto, Portugal	en_US
utslib.location.activity	Porto, Portugal	en_US
utslib.for	150307 Innovation and Technology Management	en_US
utslib.for	080609 Information Systems Management	en_US
utslib.for	08 Information and Computing Sciences	en_US
utslib.for	10 Technology	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Strength - HCTD - Human Centred Technology Design
pubs.organisational-group	/University of Technology Sydney/Students
utslib.copyright.status	open_access
pubs.consider-herdc	false	en_US
pubs.finish-date	2016-10-07	en_US
pubs.place-of-publication	Porto, Portugal	en_US
pubs.publication-status	Published	en_US
pubs.start-date	2016-10-05	en_US

Abstract:

This paper proposes a conceptual framework to make sense of how project value is created in projects. We study the extant project management value creation literature using a value co-creation lens based on service-dominant (S-D) logic. We explore how project value is proposed, exchanged and then realized following a project life-cycle. This leads to the identification of an exploratory “value co-creation life-cycle” framework. This framework shows value as a whole transcends the limitation of measurable products value normally used to define the project value. In particular, it shows how operant resources (or actors) - typically referred to as stakeholders - within the project management system exchange services and integrate resources in order to co-create value. The exploratory framework, in turn, would enable future investigation of real projects with the view to unpacking the complex dynamic behavior of project value creation.

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http://hdl.handle.net/10453/57610