Company actions and value drivers: Manager reports from Polish firms

Abstract

Purpose: The purpose of this article is to identify what are the cause-effect patterns of how company actions influence value drivers in Polish firms. Method: The method used in the study consists of (1) the generation of informant reports (stories) about what actions performed in their firms influenced the value drivers and (2) the identification of the repeating (replicating) patterns of such influence. Results: The study identifies five actions that reduce the unproductive time of participants of business processes and three actions influencing new product introductions or modifications. Managerial implications: Managers should (1) use standardization and automation, delegation of secondary activities, and trainings in teamwork to reduce unproductive time, more quickly fulfill contracts (with current products), and influence four financial value drivers. Moreover, they should (2) gather knowledge about the alternative ways of thinking about particular problems and (3) use personal participation of knowledge possessor’s teams in clients’ problem-solving places. Limitations and future research: The author identifies five limitations of the performed study and formulates relevant suggestions for future research. Originality/value: The study contributes to management theory by (1) clarifying conceptual relations between the actions of firms (causes) and value drivers (effects) and (2) analyzing the manager reports about the real business value-creation processes.