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VALUE CREATION AND INNOVATIVE PERFORMANCE OF FIRM (A CASE STUDY OF FCMB, LAGOS STATE)
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Table of contents
CHAPTER ONE: INTRODUCTION
1.0 Background of the study 1
1.1 Statement of the problem 3
1.2 Objectives of the study 4
1.3 Research Questions 4
1.4 Research Hypothesis 4
1.5 Scope of the study 4
1.6 Limitation of the study 4
1.7 Justification of the study 5
1.8 Plan of the study 5
1.9 Definition of operational Terms 5
CHAPTER TWO: LITERATURE REVIEW
2.0 Preamble 7
2.1 Conceptual framework 7
2.1.1 Concept of Value creation 7
2.1.2 Factors Affecting Value Creation 9
2.1.3 Value Creation Model 15
2.1.4 Visualizing Value Creation 15
2.1.5 The Value Creation Map- Direct and Indirect relationships 16
2.1.6 Concept of Innovative Performance 17
2.1.7 Openness and Innovation Performance 19
2.1.8 Relationship between Innovation and customer Value 20
2.1.9 Value Capture Aspects of Open Innovation 21
2.1.10 Drivers of Openness in Value Creation and Value Capture 24
2.2 Theoretical Framework 25
2.2.1 Stakeholder Theory 25 CHAPTER THREE: RESEARCH METHODOLOGY
3.0 Preamble 28
3.1 The Study Area 28
3.2 The Population of the Study 28
3.3 Research Design 29
3.4 Types of Data and Instrument for Data Collection 29
3.5 Validity and Reliability of the Instrument 30
3.6 Model Specification 30
3.7 Method of Data Analysis 31
CHAPTER FOUR: DATA ANALYSIS, PRESENTATION AND INTERPRETATION
4.0 Preamble 32
4.1 Bio Data of the Respondent 32
4.2 Hypothesis Testing 40
4.3 Discussion of Findings 41
CHAPTER 5: SUMMARY, CONCLUSION AND RECOMMENDATION
5.0 Preamble 42
5.1 Summary of the findings 42
5.2 Conclusions 43
5.3 Recommendations 44
Reference 45
Appendix 51
Abstract
This research study examined the impact of value creation and Innovative performance using FCMB, Lagos State as a case study. The study employs data gathered from primary sources. The questionnaire is used as the survey method of collecting primary data for the study. Correlation coefficient, regression analysis and the descriptive analyses were the methods used to analyze the data gathered. In terms of the fitness of the study model, the coefficient of multiple determinations R2 indicates that about 74.4% of the variations in Innovative Performance are explained by the influence of Value Creation in the model. Using correlation technique, it is evident that all variables have positive correlation as the correlation coefficient is 0.494. The parameters show that holding the independent variable to a constant zero Innovative Performance will be 4.818. Also increase in Value Creation increases Innovative performance by 77.4%. This implies that there is positive relationship between Innovative Performance and Value Creation. To further certify this, the F statistics (calculated value) is greater than the tabulated value. All of this imply that H1is true and accepted hence rejecting H0. The study concludes that Companies need to innovate, i.e. create new value propositions continuously & rapidly in order to survive in the dynamic market situation. The above findings have important implications for researchers, senior policy makers, and corporate boards: Efforts to improve the creation of value and a well committed workforce should be emplaced in every organization in order to enhance a productive and innovative workplace.
Keywords: Value Creation; Innovation; Organization Performance
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