"value creation process" is correct and commonly used in written English.
It refers to the series of steps or actions taken to generate value or benefit in a particular context. Example: The company's value creation process begins with conducting market research, followed by product development and marketing strategies, ultimately resulting in increased profits and customer satisfaction.
These programs ensure maximum stakeholder participation in value creation process, especially in the selection, design and delivery of such programs.
This study contributes to understanding the effects of crowdfunding on the value creation process in the digital game industry.
But we need to be more explicit and have some more shared language around how we might be able to view this value creation process differently.
Most leaders are so accustomed to owning the value creation process that they cannot imagine the customers as active participants, instead of passive recipients.
Nevertheless, OSS, when viewed as a value creation process rather than 'free' software, provides businesses with value through access to knowledge and innovation capacity resident in online communities.
The IC perspective has emerged alongside RBT as a complementary viewpoint but has a distinctive practitioner bent emphasizing resource accumulation and deployment in the value creation process.
IT systems often severely disappoint the expectations to increase productivity of value creation processes.
In the last two decades, digital technologies have transformed products, services, and entire business models, including the customer value proposition and the value creation processes.
However, introducing user-centric value creation processes at established companies is a complex task, requiring major adaptations to traditional manufacturer-centered business models.
Such an addition of product variants may disrupt the available manufacturing system and cause significant instabilities in the respective value creation processes.
Mapping the different key elements underlying value creation processes into a system of causal interdependencies – through the use of simulation – allows strategy analysts and entrepreneurs to experiment and learn how the business reacts to strategic and organizational changes in terms of performance, innovation and value creation.
