A case study study of implementing value creation strategy in a Chinese manufacturing firm

Value creation is a fundamental concept for business organisations. Recently, academics, consultants and practitioners have advocated to re-examine this concept to better understand competitive advantage in business organisations. However, little empirical study has been conducted on the value creation implementation. This paper focuses on the value creation implementation at a Chinese manufacturing firm, the first company in the Chinese steel industry implementing value creation strategy, to illustrate how value has been created in the firm from a managerial perspective. It describes a rich account of the implementation process of value creation, discusses its theoretical and managerial implications, and presents the challenges faced by practicing managers in such a process.