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Using cooperative game theory, this book shows how bargaining structure affects the distribution of value among the constituent firms of the value chain. Results show that positions in the bargaining structure most conducive to value capture are those where large complementarity gains are realized and split, ideally, among a small number of negotiators. Further, leveraging case studies from the aviation and home appliance industries the author suggests that the bargaining structure can be shaped through by architecture of the value chain and, in turn, through the architecture of the product, and the action of powerful firms to optimize value capture. Contents Determinants of value capture Bargaining structure Modeling the effect of bargaining structure on value capture Drivers of bargaining structure and empirical implications of the hierarchy strategy Target Groups Researchers and students in the fields of technology management, innovation management, strategic business management, and supply chain management Managers and practitioners in the fields of business strategy, procurement, and supply chain management The Author Alexander Hoffmann is a researcher in the field of technology and innovation management at the TU München, Germany, and a management consultant. The Editors The series Innovation und Entrepreneurship is edited by Prof. Dr. Nikolaus Franke, Prof. Dietmar Harhoff, Ph.D., Prof. Dr. Joachim Henkel, and Prof. Dr. Carolin Häußler.

Value creation is at the heart of an economic enterprise, defining its capability to serve customers and generate profits and growth. This fact has led to an ever-increasing set of tools and techniques that start with customers, focusing on serving their preferences from the very inception of a product until its disposal. To date, most of these techniques have been only partially adopted in management accounting. This is unfortunate, because much of the data required to adequately implement a value creation approach has its roots in the Management Accounting System (MAS). The resulting model is called the Value-based Cost Management System (VCMS). This book is principally designed for managers who want to take the lessons learned in product development, process management, and marketing and extend it to their MAS. It seeks to make this transformation of the MAS both logical and easy to implement, with a focus on the new types of information that can be garnered when the MAS is modified to fit the value creation approach. After reading this book, a manager or executive will be equipped with the tools and techniques to both implement and use the VCMS. The resulting information will allow the company to align its efforts by creating a common language which uses the transformed accounting language to compare, evaluate, and choose the best strategic and tactical options available. After making these choices, the VCMS also allows managers to subsequently track how closely actual results come to the projected outcomes.

"The vast majority of funding for public transportation comes from local and national governments. With all levels of governments currently, and for the foreseeable future, under significant fiscal stress, any new transit funding mechanism is to be welcomed. Value capture (VC) is one such mechanism, which involves the identification and capture of a public infrastructure-led increase in property value"--Provided by publisher

Scientific literature on social enterprise is at an impasse. Either social enterprises maximize profits to have a chance of impact investment or they prevent mission drift by avoiding profit maximization along the lines of traditional philanthropy. This article breaks this stalemate by building on the facts that constrain the daily operation of a social enterprise. It is submitted that a social enterprise is a mechanism for value creation that forgoes value capture and engages in value devolution to serve a wider vulnerable clientele. The term value devolution implies giving away market power for consumers' sake.

Lessons from Singapore

Indonesia needs significant infrastructure investment to sustain its economic growth. However, the coronavirus disease (COVID-19) pandemic has further limited the fiscal space of the government. This report proposes a new method to increase infrastructure investment based on the concept of value capture. The report studies how Indonesia's existing policies and regulations can be used to build a value capture framework that ensures the maximization of the social, economic, and environmental value of infrastructure investments. The framework focuses on strategies to deliver infrastructure projects that create greater value and, at the same time, generate funding for up-front investment.

A legitimate argument is that the public sector must restore its contribution to the financing of the new infrastructure. However, for both political and economic reasons, an increase in broad-based taxes or debt seems to be off the table; new funding vehicles are clearly necessary. This essay identifies value capture taxation as a partial solution to this infrastructure funding problem. Value capture is a set of techniques that take advantage of the increase in property values to finance service and infrastructure improvements.

Abstract.  Much of the literature on value capture reports empirical findings on the incidence of rising land values related to distance from a transit stop following the installation of rail transit improvements. This annotated bibliography shows that the elevated value effects of transit access are well documented. The authors maintain that it is now time for transit/land‐use research to move from hypothesis testing to practical applications of value capture. Longitudinal models can help predict land‐value increments over a period of time, yielding estimates of the total capturable revenues that would support the debt financing of transit improvement projects.