Developing a Value Management Capability: A Literature Study and Exploratory Case Study

Abstract

The present research identifies and defines value management practices that can help to accommodate and organize IS investments in order to secure and maximize their value-creating potential. Drawing on the resource-based view, we developed a conceptual model organizing 25 unique practices as part of three distinct competences (structural, process, and relational) that are integrated and mobilized through an overarching Value Management Capability. Findings are based on a literature review and exploratory case study.

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