Orientador: Regina Célia Baptista Belluzzo / Resumo: As organizações estão inseridas em um contexto extremamente competitivo com grandes transformações de ordem produtivas, tecnológicas, sociais e econômicas, que emergiram das revoluções industriais. Dessa maneira, a criação de valor, depende impreterivelmente de se ter disponíveis ferramentas informacionais e profissionais capacitados e competentes em informação dentro do contexto organizacional. Nessa perspectiva, as organizações prestadoras de serviços, necessitam adquirir e desenvolver essa competência e oferecer serviços que proporcionem diferenciais competitivos para tomadas de decisão e agregação de valor. Parte-se do pressuposto que os gestores Competentes em Informação constroem conhecimento individual e o compartilham ao coletivo organizacional, uma vez que dominam o acesso, a busca, o uso e a disseminação da informação, apoiados na competência em informação que se constitui uma ferramenta estratégica para que os gestores possam tomar decisões assertivas e possam agregar valor aos serviços prestados aos clientes. Assim, a seguinte questão central é indicada: os gestores que atuam em organizações de serviço possuem competência em Informação para acessar, buscar, analisar e usar a informação, a fim de construir conhecimento e aplicá-lo na agregação de valor para atender as demandas dos clientes? O objetivo geral fundamenta-se em analisar a inter-relação entre a Competência em Informação e a construção de conhecimento para gerar agregação de valor ao processo decisório c... (Resumo completo, clicar acesso eletrônico abaixo) / Abstract: Organizations are in a competitive context based on productive, technological, social and economical transformations emerged by the industrial revolution. Value creation depends on the availability of information tools and skilled professionals which are information literates. Therefore, service provider organizations need to acquire and develop this literacy to offer services based on information literate professionals. These professionals influence competitive advantage, decision-making and added value. Information literate professionals construct individual knowledge and share it collectively, since they are skilled to access, evaluate, use and disseminate information. Information literacy is a strategic tool, so managers can make effective decisions and add value in the services provided to the customers. The following research question is proposed: Do managers who work for service organizations have skills to access, seek, analyze and use information to construct knowledge and add value to meet customer demands? The main purpose is to analyze the connection between information literacy and knowledge construction to add value to the decision process as a competitive advantage to service organizations. The focus is to analyze this literacy and knowledge in 10 businesses, which are part of the selected sample of a case study in Sao Paulo State. Information literacy and knowledge construction can influence competitive advantage to service provider organizations. A literature... (Complete abstract click electronic access below) / Doutor

Combat aircraft programs between a manufacturer and government are critical for both parties, asit involves significant costs, lengthy development times, and high risks. If successful, suchprograms can result in improved defense capabilities for the government and financial gains forthe manufacturer. However, due to the high technical uncertainty, value creation in the programscan be challenging. The purpose of this study was thus to examine how the total value creation,consisting of value for both parties, can be increased by choosing suitable contract models for theprogram, as contract model is of utmost importance due to its direct implication on value creationfor both actors in the programs. The purpose was answered by conducting a literature and casestudy, where the latter was made on the context of combat aircraft programs between Saab ABAeronautics and The Swedish Defense Materiel Administration (FMV). From the literature study, relevant theory regarding value creation, co-creation of value, andcontract models were identified and compiled. Different drivers of value were researched, basedon potential benefits and sacrifices for the actors in the combat aircraft programs, and categorizedinto technical and commercial factors. Extensive dialogues, risk sharing, and structures fordecision making, were identified as important mechanisms of co-creation of value. Finally,different contract models, categorized into fixed-price contracts, incentive contracts, and cost-pluscontracts, and their influence on the drivers of value and co-creation of value was discussed. Fromthe literature study, it was clear that there was no consensus of what contract model is most suitablefor a combat aircraft program, even though there were similarities in the literature of some authors. The case study consisted of eight interviews with representatives of both Saab AB Aeronauticsand FMV. Based on the answers of the interviews, a deeper understanding of what drives valueand co-creation of value in the programs was established, as well as how the contract models affectthese factors. When analyzing the empirics of the case study with the literature study, it was clearthat different phases of the program were of utmost interest, since what drives value differs in eachphase. Thus, as different contract models are suitable for different reasons, it was apparent thatone contract model is not sufficient for the whole program. Instead, the recommendation of thisstudy is that different contract models during different phases are suitable to increase the totalvalue creation in a combat aircraft program. For the first two phases of the program, initial studies and conceptualization, a cost-plus contractis recommended, as it could be damaging for technical value creation with incentives for costsavings. For the third phase, development and industrialization, an incentive contract isrecommended, since it enables experimentation and creation of technical value, while stilldecreasing the risk of excess spending and cost for the actors. For the final phase, production, afixed-price contract is recommended, as it allows for commercial value creation for both actors,without risk damaging the technical value creation. To conclude, this study develops the previousliterature with new findings on the connection of the theoretical areas. Further, it provides practicalrecommendations for manufacturers and governments involved in combat aircraft programs.

Ce travail aborde la question du rôle des communautés virtuelles d'intérêt dans la communication et la co-création de valeur pour les énergies renouvelables en tant qu'innovation. Malgré la multiplicité et diversité des études portant sur les communautés virtuelles, la connaissance, à la fois théorique et pratique, de la manière avec laquelle les membres de ces communautés virtuelles communiquent et co-créent de la valeur pour les innovations demeure limitée. Deux champs théoriques complémentaires ont été mobilisés, la théorie de l'acteur-réseau et la théorie du Lead user, afin de mieux comprendre comment s'effectue cette communication et co-création de valeur pour les énergies renouvelables au sein des « réseaux des communautés virtuelles » et d’élaborer un cadre d'analyse et conceptuel appropriés. Pour ce faire, trois études ont été menées. Une première étude documentaire a été réalisée pour identifier et recenser les diverses parties prenantes dans la communication et la gestion de valeurs co-créées au sein des réseaux de communautés virtuelles d'intérêt pour les énergies renouvelables. Une seconde étude à été menée sur la base de trois « réseaux des communautés virtuelles d'intérêt pour les énergies renouvelables » dans le but de montrer comment les membres-actants de ces réseaux communiquent et co-créent de la valeur pour cette innovation. Une dernière étude a été réalisée sur la base de 28 entretiens semi-directifs afin de montrer comment les diverses parties prenantes communiquent et gèrent les divers types de valeurs co-créés au sein de ces réseaux. Les résultats obtenus ont permis de conceptualiser deux processus. Un premier processus a été mis en oeuvre afin de montrer comment les membres-actants des communautés virtuelles communiquent et co-créent de la valeur au sein de ces réseaux : le « processus en ligne de communication et de co-création de valeur pour les innovations centré sur l’utilisateur ». Un second processus a été conceptualisé dans le but de mettre en oeuvre la stratégie de communication et de gestion de valeurs cocréées via ces réseaux: le « processus stratégique de communication et de gestion de valeurs co-créées pour les innovations au sein des réseaux des communautés virtuelles ». Par ailleurs,l'implication mutuelle et l'intégration des divers acteurs/actants au sein des réseaux de communautés virtuelles (à savoir les utilisateurs, le réseau en tant qu'actant, les contributions, les valeurs co-créées, ainsi que les community managers) permettent de communiquer, de diffuser, de co-créer collectivement et de redéfinir l'innovation en tant que résultat d'un système d'interactions sociotechniques, favorisant la stabilisation de cette innovation et sa mise en boîte noire. / This work addresses the issue of the role of virtual communities of interest in the communication and the co-creation of value for renewables as an innovation. Despite the multiplicity and diversity of studies based on virtual communities, both theoretical and practical knowledge of how members of these virtual communities communicate and co-create value for innovation remains limited. In order to better understand the way of communicating, value co-creating and building an approriate analytical and conceptual framework, two complementary theoretical fields were mobilized : the actor-network theory and the lead user theory. Three studies were conducted. A primary study was conducted to identify the various stakeholders in the communication and the management of co-created value within virtual communities’networks of interest in renewables. A second study was conducted on the basis of three « networks of virtual communities of interest in renewable energies » in order to highlight how members of these networks communicate and co-create values for this innovation. A final study based on 28 interviews was conducted to understand how the various stakeholders communicate and manage diverse types of co-created values within virtual communities’networks related to renewables. Results enable to conceptualize two diverse processes. A first process was implemented to show how members of virtual communities communicate and co-create value within virtual communities’networks of interest in renewable energies: the « online user centred co-creation of value and communication of innovation process ». A second process was established in order to implement the strategy of communication and management of co-created value through virtual communities’networks of interest in innovation: the « strategic process of communication and co-creation of value to innovation management within virtual communities’networks ». Moreover, mutual involvement and integration of various actors within virtual communities’networks (such as : users, networks, contributions, co-created values and community managers) enable to communicate, to diffuse, to co-create collectively,to redefine the innovation as a result of a socio-technical system and to foster the «stabilization» of this innovation.

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / This dissertation investigates an online co-creation network as a communication strategy and it is delimited to analyze the co-creation of value between organizations and their public as a communication strategy in the network society. The problem that leads the study focuses on the assumption that co-creation in online network enables new forms of interactions and relationships between organizations and their public and it is structured as follows: "How does Natura use an online co-creation network as a communication strategy in the network society?" The general objective of the research is to analyze the co-creation of value by Natura as an organizational communication strategy. The specific objectives are defined as follows: (1) Describing the main digital social media used. (2) Checking the strategic appropriation of an online network for the co-creation of value; (3) Describing the online co-creation network created by Natura; (4) Analyzing the forms of interactions provided by the online co-creation network of Natura s Cocriando Program. The methodological approach of the research consists in the articulated application of different and complementary methods and techniques that seek to investigate how the communication strategies through co-creation in the digital ambience of the researched organization shape up. The course includes the study through non-participant observation in digital social media and in online co-creation network of Natura s Cocriando Program. In addition, there is the indepth interview with the person responsible for the company's innovation management and the asynchronous interview through structured questionnaire with the participants that contributed the most with ideas on Jornada SOU. We used the analytical model structured for the analysis of digital platforms proposed by Proulx (2012) and the interaction blocks proposed by Prahalad and Ramaswamy (2004) so there would have co-creation. From the merger of these two methodological perspectives we created a third model of analysis that includes five categories: the platform's technical architecture; dialogue; user experience, riskbenefit and user contribution. In this context, we found out that the co-creation of value made strategic communication processes between Natura and its public possible. The co-creation network can be considered a complex and unprecedented tool when it comes to structure different stakeholders in network, in order to jointly create ideas through online interactions, aiming at innovation. / Esta dissertação investiga uma rede de cocriação online como uma estratégia de comunicação e está delimitada em analisar a cocriação de valor entre organizações e seus públicos como estratégia de comunicação na sociedade em rede. A problemática que conduz este estudo centra-se no pressuposto de que a cocriação em rede online possibilita novas formas de interações e relacionamentos entre as organizações e seus públicos e está assim estruturada Como a Natura utiliza-se de uma rede de cocriação online como estratégia de comunicação na sociedade em rede? O objetivo geral da pesquisa consiste em analisar a cocriação de valor da Natura como estratégia de comunicação organizacional. Os objetivos específicos estão assim definidos: (1) Descrever as principais mídias sociais digitais utilizadas. (2) Verificar a apropriação estratégica de uma rede online para a cocriação de valor; (3) Descrever a rede de cocriação online criada pela Natura; (4) Analisar as formas de interações proporcionadas pela rede de cocriação online do Programa Cocriando Natura. O percurso metodológico da presente pesquisa consiste na aplicação articulada de diferentes e complementares métodos e técnicas que buscam investigar como configuram-se as estratégias comunicacionais através da cocriação na ambiência digital da organização pesquisada. O percurso compreende o estudo através da observação não participativa nas mídias sociais digitais e da rede de cocriação online do Programa Cocriando Natura. Além disso, entrevista em profundidade com a responsável pela gestão de inovação da empresa e entrevista assíncrona através de questionário estruturado com os participantes que mais contribuíram com ideias na Jornada SOU. Utilizamos o modelo analítico estruturado para análise de plataformas digitais proposto por Proulx (2012) e os blocos de interação para que exista cocriação proposto por Prahalad e Ramaswamy (2004). A partir da junção dessas duas perspectivas metodológicas criamos um terceiro modelo de análise que contempla cinco categorias: a arquitetura técnica da plataforma; diálogo; experiência do usuário, riscobenefício e a contribuição do usuário. Nesse contexto, averiguamos que a cocriação de valor viabilizou processos comunicacionais estratégicos entre a Natura e seus públicos. O cocriando Natura pode ser considerado um programa complexo e inédito, no sentido de estruturar em rede, diferentes públicos de interesse, com objetivo de criar conjuntamente ideias, através de interações online, que visam à inovação.

L’une des voies d’innovation plébiscitées par les détaillants pour orchestrer l’évolution de leur proposition de valeur consiste à réviser le design des espaces de vente. Les contributions académiques sur l’expérience en magasin se sont concentrées sur les perceptions des consommateurs ainsi que sur le repérage de pratiques managériales significatives. En prenant pour objet la traduction du repositionnement d’une enseigne par le design expérientiel des espaces de vente, la thèse propose de suivre le processus au cœur même du marché et de mettre à jour les mécanismes qui le sous-tendent. La conduite d’une étude longitudinale de cas enchâssés dévoile une conception holistique, basée sur l’interaction souhaitée du chaland avec le magasin. L’analyse relate l’enchâssement des quatre phases du cycle de vie et permet de recenser pour chaque phase les événements et problématiques associés aux six dimensions du processus. La thèse établit le rôle prégnant de la vision entrepreneuriale du dirigeant, clé de voûte de l’innovation. La proposition de valeur se matérialise par trois composantes gigognes que sont l’intrigue, l’action et le décor. Pour chacune des cinq étapes du parcours-client, des éléments de décor sont implantés pour relayer ou renforcer l’action souhaitée. Ces éléments constituent des mécanismes ou dispositifs destinés à stimuler le système expérientiel du chaland. L’évaluation, qui porte sur la mesure du positionnement perçu et vécu, contribue à ajuster la proposition de valeur au regard de quatre niveaux de cohérence et de la flexibilité du design. Enfin, les logiques de coproduction occasionnent une possible co-destruction de valeur, intentionnelle ou accidentelle. / One of the innovative ways favoured by retailers to drive change in their value proposition is to review the design of their stores. Academic contributions to the in-store experience have mostly focused on consumer perspective and identifying relevant managerial practices. The core of this research studies how repositioning a retail brand translates into the experiential design of retail spaces. To this end, the research follows the repositioning process from a managerial perspective and updates the mechanisms that underlie it. The longitudinal study of embedded cases reveals the importance of an holistic design that takes into account the desired interactions between the shopper and the store. The analysis shows the four overlapping phases of the store’s life cycle, and breaks down the process into six dimensions, each with its own events and issues. The six dimensions are vision, plotline, action, decor, assessment and coproduction.The entrepreneurial vision of the leader is the cornerstone of the whole innovation process. The value proposition is embodied by three components, namely plotline, action and decor. For each of the five stages of the shopper’s journey, elements of the decor are implemented to relay or reinforce the desired action. These are mechanisms or devices meant to stimulate the shopper’s experiential system. The assessment, which involves measuring the perceived and experienced positioning, helps to adjust the value proposition in terms of four levels of consistency and flexibility of design. Finally, the coproduction of store design between different stakeholders can cause a co-destruction of value, whether intentional or accidental.

L’affaire tend à remplacer aujourd’hui, l’organisation en tant qu’unité d’activité. Elle devient le centre du pilotage de la performance et des coûts. Dans les organisations industrielles gérées par affaire, pouvoir utiliser un système de pilotage de la performance du processus d’ingénierie d’affaires, en termes de création de valeur, est un besoin prégnant exprimé par un grand nombre d’ingénieurs d’affaires. L’apparition du terme « Pilotage » est liée à la montée en puissance du courant constructiviste qui a mis en évidence le rôle des acteurs de l’organisation dans les interprétations et les représentations qu’ils font des indicateurs de mesure. En passant du contrôle au pilotage, on bascule de paradigme, celui de la mesure à celui de l’interprétation de manière connexe et simultanée, ainsi que de la décision à l’action. Face aux limites conceptuelles, méthodologiques et temporelles des méthodes de coût actuelles, généralement rencontrées dans les organisations, pour piloter le processus de création de valeur, en suggérant de basculer d’une logique de coût à une logique de valeur, ce travail de recherche propose de substituer les méthodes de pilotage par les coûts, par un système de pilotage par la valeur. Il mobilise les approches théoriques par les ressources et les compétences, les capacités dynamiques et l’approche cognitive de la valeur dans le processus de création de valeur. La thèse que nous défendons est la suivante : la performance globale d’une affaire se pilote grâce à un indicateur unique, et comme source de création de valeur, un méta indicateur clé de performance (MKPI) qui par l’appropriation par les acteurs des éléments structurels (pilotage réflexif), transcende l’organisation et l’architecture du système de contrôle de gestion. Notre démarche empirique est constituée d’une étude de cas exploratoire suivie d’une recherche ingénierique au sein d’une entreprise industrielle du secteur aéronautique. / Today, the business affair tends to replace the organization as a unity of activity. It becomes the center of performance and costs management. In the industrial organizations managed by business affair, using a management system of the performance of engineering of business affairs, in terms of creation of value, is a pregnant need expressed by a great number of business engineers. The new term of “piloting” is linked to the rising of constructivist thinking which brings to the fore the function of the actors of the organization in the interpretation and the representation they have of the indicators measurement. To move from control to piloting, we are changing simultaneously of paradigm from measurement to interpretation, and in the meantime from decision to action. In front of conceptual, methodological and temporal limits of the actual cost methods, generally set up in the organizations to manage the process of creation of value, to balance from a cost logic to a value logic, our research suggests substituting the cost management control for the value management control. Our works are based on resources and competences theory, the dynamic capacities approach and the cognitive of value based view in the process of creation of value. The thesis defended is: the global performance of a business affair has to be managed with a single indicator and as a source of creation of value, a Meta Key Performance Indicator (MKPI), which, with the appropriation by the actors of the structural elements (reflexive piloting), transcends the organization and the architecture of the management control system. Our empirical research approach is based on an exploratory case study followed with an engineering research in an industrial firm of the aeronautical sector.

Submitted by Fabricia Fialho Reginato (fabriciar) on 2015-07-22T23:06:10Z No. of bitstreams: 1 FlavioBrambillaAdm.pdf: 1877397 bytes, checksum: 24dd94e8a02b59726d9ea5487b5c9646 (MD5) / Made available in DSpace on 2015-07-22T23:06:10Z (GMT). No. of bitstreams: 1 FlavioBrambillaAdm.pdf: 1877397 bytes, checksum: 24dd94e8a02b59726d9ea5487b5c9646 (MD5) Previous issue date: 2010-12-23 / Nenhuma / A co-criação de valor é uma prática imperativa no ambiente do serviço. Em certos casos é uma condição de qualidade, mas em outros, imprescindível, como ocorre na educação. Entender a educação como um encontro de serviço não significa reduzir a importância desta atividade, mas sim qualificar suas práticas dentro de parâmetros conhecidos e qualidade pré- determinada. A Educação Superior Privada domina o panorama brasileiro, com números acima do patamar de 80% dos futuros profissionais, dos quais os de negócios aparecem como a maior categoria de discentes formados todos os anos. Diferenciar a mercantilização da educação de uma educação conduzida dentro da lógica do serviço é pertinente, visto que no entendimento deste estudo, os parâmetros educacionais históricos são carregados do viés ideológico, que pode ser substituído por métricas de qualidade isentas de ideologia, trocando esta por parâmetros concretos, com vistas à maior qualidade de conteúdo possível. Com base na Teoria da Autodeterminação e motivação acadêmica dos alunos de graduação, o estudo busca identificar o ponto crucial do ensino privado no qual o estudante como consumidor é direcionado a uma realidade mais próxima da ideal para aprendizagem, que é uma face híbrida desta prerrogativa, na qual o estudante é um co-produtor no locus educacional. Por intervenção de Etnometodologia, através da aplicação da técnica de Vignettes para estudantes do ensino superior privado, identificou-se como a co-criação de valor se adapta ao setor de ensino. Os resultados destacam especialmente o papel da autodeterminação como elemento central para co-criação, através da motivação intrínseca (desejo de aprender) em sua tênue relação com motivação extrínseca (avaliação). Identifica-se também que os estudantes podem ou não estar predispostos à co-criar, o que se manifesta em três comportamentos (os que desejam interação, os que não interagem por falta de estímulo, e aqueles que não gostam do trabalho coletivo). O entendimento dos estudantes sobre valor é limitado em utilitariedade. / The co-creation of value is an imperative practice in the atmosphere of service. In certain cases, a superior quality condition, but in other, indispensable, as it happens in the education. Understand the education as a service encounter doesn't mean reduce the importance of that activity; means increase the quality of practices through evident parameters and previous guaranteed quality. The Private Higher Education dominates the Brazilian scenario, with numbers above the 80% of the future professional forges; the majorities are business students, which appear as the bigest category of graduated students per year. Differentiate the education saled of an education matched inside the service logic is pertinent, because in the understanding of this study, the traditional educational parameters are loaded by the ideological inclination, that could be changed for quality metrics that extrapolate simple ideology, changing that practice for concrete parameters based in the increasing of the academic quality content. Based on Self-Determination Theory and academic motivation of undergraduate students, this research aims the identification of the focal point in private education where the students as consumers are drived to a better learning experience, a hybrid prerogative, in that the student is understood as a co-producer in educational locus. Through Ethnomethodological intervention, based in the Vignettes technic applied to private higher education students, the co-creation of value was identified as an adequate practice. The results specially identify the importance of the self-determination as a central element in co-creation, stimulated by intrinsic motivation (the wish to learn) and the thin relation with extrinsic motivation (evaluation). This study identifies that the co-creation is not always well undertood by students, and they expressed at least three types of behavior (wish to co-create, the non interactive behavior because is not a commom practice, and the preference to not work collectively). The students understanding about the concept of value is limited to utility.

在微利的時代下，須從硬體的架構下發展無限的創意發展空間，從中衍生附加價值，而價值創造正式企業突破流血式競爭框架最佳的新思維模式。企業的經營模式已從量轉向質的發展，甚至從幫助顧客解決問題上，提供創新的價值，其可透過技術與人才的融合、平台與服務的整合、軟體與硬體的結合、機能與感性的統合，使組織活化、再造，展現出價值創造為導向的企業。 本論文將價值創造分為三類主要的意涵，企業可以從和顧客共創價值、和供應商及關係夥伴共創價值、以及為所生存的環境創造價值：整個價值網域是連動的關係，企業整合關係網絡夥伴，透過網絡能量的整合，創造無疆界的事業，以顧客需求出發，提供整合性的解決方案，創新顧客價值，且將眼光提升至整個大環境、大社會，以追求永續經營的環境來創造永續的企業。因此，企業透過顧客價值提供、企業價值創造、環境價值經營三個價值創造導向，突破產品與服務的疆界進而突破產業疆界，以創新者、整合者、促進者的目標邁進。企業可以價值創造為導向，以變革三部曲為轉型步驟，從策略再思考重新定義自身產業、重新思考企業的定位與方向，提早預見產業的未來發展，選擇與集中於本身的核心能力；並打造企業願景，擬定五到十年的中長期變革計畫，進行組織轉型；在變革管理中，建立企業一致的價值觀和企業文化，灌輸新內涵與新衝擊於企業文化中，給予對挑戰的生命力一記響鐘，藉以改變員工的行為與態度。本論文以六種經營模式，來呈現價值創造導向的日本企業轉型內涵，以變革三部曲為經，以價值創造導向為緯，舖成論文架構。 本論文個案的特色：Origin以提案經營結合專業研發能力與客製化的能力創新顧客價值；Shiseido以感性工程來探索顧客的感性品質結合其研發產品的物理品質來滿足顧客並讓顧客驚艷；Hitachi以解決方案提供者為人類打造新時代的生活基礎創造與人類生活息息相關的支援系統；NTT DoCoMo以跨平台整合服務創造整個通訊與生活的整合價值；Olympus的社會關懷務求使社會更為美好來創造產品與服務；Toyota的環保使命重新定義了汽車產業的未來。 對我國企業經營的啟示為跳脫代工製造的角色，以優異的製造、學習、設計能力，整合價值網絡，爲顧客提供整合性的解決方案；強調創新的突破與人才長遠的培育，整合多元性的資源，創造統知型的企業能力；跨越國際的疆界、打破事業的疆界，利用科技與感性的統合、管理與技術的統合、國內外創造力的統合，釋放組織活力，重新在世界舞台上定位。 / In this tiny profit era, we should develop infinite creative space from the hardware structure, and thus deriving added value. The value-creation is the best new thinking model for a business to break through the trap of a blooding competition. The business model has developed from quantity to quality, and even developed as creating new values by helping customers solving the problems. Also, a business can blend technology and talent, integrate platform and service, combine software and hardware, and merge functionality and sensation to vitalize and reengineer the organization to perform value creation orientation. The research categorizes value-creation orientation as three parts: a business can co-create value with customer, co-create value with value net, and create value for the environment. This value dimension is correlating: “a business integrates partners and creates a boundless business by the power of integrating value net. Driven by customer demands, a business provides total solutions and innovates customer values. Furthermore, a business enlarges his insight for the whole environment and the whole society to create a permanent business by pursuing a permanent environment.” Therefore, a business oriented by “value co-creation with customer”, “value co-creation with value-net”, “value creation for the environment” can break through the boundary of product or service as well the boundary of business, and achieve the goal of being an innovator, an integrator and an improver. A business takes 3 change steps as strategic rethinking, organizational transformation and change management. Strategic rethinking is to redefine the industry, rethink the positioning and direction of a business, to foresee the future development of the industry, and to select and concentrate the core competence. To establish a vision and make a mid- to long-term change plan(5~10 years) is to carry out an organizational transformation. In change management, we have to establish a consistent value and business culture, and install new intension and new strike to the business culture, so as to change the behavior and attitude of the employees. The research takes 6 business models to present Japanese business transformation oriented by value creation, which takes 3 change steps as longitude and value creation as latitude to construct the structure of the research. The characteristics of the cases in this research: Origin takes Proposal-type management to combine the R&D ability and customized ability to create customer value; Shiseido takes KANSEI engineering to dig out the KANSEI quality of customers and combine it with physical quality of products to satisfy the customers and surprise them; Hitachi as a Total solution provider creates a new era lifeline support system and the life infrastructure; NTT DoCoMo privides Cross-platform integration service to create the total value of the communication and the life; Olympus’s Social-IN is to make life better by creating new products and services; Toyota’s Environment mission is to redefine the future of the car industry. As for the revelation for the management of our business, we can take good advantage of the excellent producing, learning, designing abilities and integrate value net to provide total solutions for customers. We can emphasize on the breakthrough of innovation and the long-term development of talents, and integrate diversification of resources to create “knowledge-integration” business ability. We can cross the boundary of continents and break up the boundary of business by integrating functionality and sensation, management and technology, inside and outside innovation, to release the vigor of organization and restart to position on the world stage.