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Value network analysis is a methodology for understanding, using, visualizing, optimizing internal and external value networks and complex economic ecosystems.〔Peppard, Joe, and Anna Rylander. "From value chain to value network:: Insights for mobile operators." ''European Management Journal'' 24.2 (2006): 128-141.〕〔Biem, Alain, and Nathan Caswell. "A Value Network Model for Strategic Analysis." ''HICSS. 2008.''〕 The methods include visualizing sets of relationships from a dynamic whole systems perspective. Robust network analysis approaches are used for understanding value conversion of financial and non-financial assets, such as intellectual capital, into other forms of value.〔Allee, Verna. "Value Network Analysis and Value Conversion of Tangible and Intangible Assets." Journal of Intellectual Capital. Publisher: Emerald Insights, Year: 2008, Volume: 9, Issue: 1, Page: 5 - 24, Digital Object Identifier: 〕 The value conversion question is critical in both social exchange theory that considers the cost/benefit returns of informal exchanges and more classical views of exchange value where there is concern with conversion of value into financial value or price.〔 == Overview == Value network analysis offers a taxonomy for non-financial business reporting, which is becoming increasingly important in SEC Filings. In some approaches taxonomies are supported by Extensible Business Reporting Language XBRL. Venture capitalists and investors are concerned with the capability of a firm to create value in future. Financial statements are limited to current and past financial indicators and valuations of capital assets. In contrast, value network analysis is one approach to assessing current and future capability for value creation and to describe and analyze a business model.〔 Advocates of VNA claim that strong value-creating relationships support successful business endeavors at the operational, tactical, and strategic levels. A value network perspective, in this context would encompass both internal and external value networks — loose yet complex configurations of roles within industries, businesses, business units or functions and teams within organizations that engage in mutually beneficial relationships. Tools used in the past to analyze business value creation, such as the value chain and value added, are linear and mechanistic approaches based on a process perspective. These approaches are considered inadequate to address this new level of business complexity where value creating activities occur in complex, interdependent and dynamic relationships between multiple sets of actors.〔 Other claims for value network analysis are〔 * that it is an essential skill for a successful enterprise dependent on knowledge exchanges and collaborative relationships, which are seen as critical in almost every industry. * that this type of analysis helps individuals and work groups better manage their interactions and address operational issues, such as balancing workflows or improving communication. * that the approach also scales up to the business level to help forge stronger value-creating linkages with strategic partners and improve stakeholder relationships. * that it also connects with other modeling tools such as Lean Manufacturing, Six Sigma, workflow tools, business process reengineering, business process management, social network analysis tools and system dynamics. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Value network analysis」の詳細全文を読む スポンサード リンク
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