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 H1 is 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.
TABLE OF CONTENTS
CHAPTER ONE: INTRODUCTION
1.0 Background of the study
1.1 Statement of the problem
1.2 Objectives of the study
1.3 Research Questions
1.4 Research Hypothesis
1.5 Scope of the study
1.6 Limitation of the study
1.7 Justification of the study
1.8 Plan of the study
1.9 Definition of operational Terms
CHAPTER TWO: LITERATURE REVIEW
2.0 Preamble
2.1 Conceptual framework
2.1.1 Concept of Value creation
2.1.2 Factors Affecting Value Creation
2.1.3 Value Creation Model
2.1.4 Visualizing Value Creation
2.1.5 The Value Creation Map- Direct and Indirect relationships
2.1.6 Concept of Innovative Performance
2.1.7 Openness and Innovation Performance
2.1.8 Relationship between Innovation and customer Value
2.1.9 Value Capture Aspects of Open Innovation
2.1.10 Drivers of Openness in Value Creation and Value Capture
2.2 Theoretical Framework
2.2.1 Stakeholder Theory
CHAPTER THREE: RESEARCH METHODOLOGY
3.0 Preamble
3.1 The Study Area
3.2 The Population of the Study
3.3 Research Design
3.4 Types of Data and Instrument for Data Collection
3.5 Validity and Reliability of the Instrument
3.6 Model Specification
3.7 Method of Data Analysis
CHAPTER FOUR: DATA ANALYSIS, PRESENTATION AND INTERPRETATION
4.0 Preamble
4.1 Bio Data of the Respondent
4.2 Hypothesis Testing
4.3 Discussion of Findings
CHAPTER 5: SUMMARY, CONCLUSION AND RECOMMENDATION
5.0 Preamble
5.1 Summary of the findings
5.2 Conclusions
5.3 Recommendations
Reference
Appendix
