VOL 3, NO 1 (2016): SPRING (APRIL)



Robert Marciniak


It is fashionable habits to talk about value added in all segments of the economy. However, talking about the value added at any kind of level, for all stakeholders, it is a clearly expressed endeavor to do higher value added activities. This initiative is especially true in the field of business services, which is known in the advanced economies as one of the fastest-growing business area. However, this prompts the question what means the higher added value? How can you categorize your activities on the basis of added value? Why the economic policy makers think that high value added activity is a panacea today? Is there a precise methodology for measuring the value added at each level? These are less answers in the literature. The research goal is to walk around this issue primarily within the topic of business services.


Keywords: Value Added, Business Services, Service Delivery, Performance Management, Service-Dominant Logic,


[1] Eurostat, „,” 2014. [Online].
[2] T. Rózsás, "Tartósan magas hozzáadott értékű gazdasági tevékenységek - a gazdaságpolitika alkímiája," PolgáriSzemle, vol. 3., no. 10., pp. 225-229, 2007.
[3] S. Vandermerwe és J. Rada, „Servitization of Business - Adding Value by Adding Services,” EuropeanManagement Journal, pp. Vol 6, No. 4., 314-324 , 1988.
[4] B. Bilics, „Regionális üzleti központok Magyarországon,” BGF, Külkereskedelmi Főiskolai Kar, Szakdolgozat,Budapest, 2005.
[5] P. Molnár, „Outsourcing és Magyarország a British Telecom példáján keresztül,” BCE, Világgazdasági Tanszék,Szakdolgozat, Budapest, 2008.
[6] L. Rubalcaba and H. Kox, Business Services in European Economic Growth, New York: Palgrave Macmillan, 2007.
[7] R. Marciniak, Shared Services - an innovative forms of organizing (in Hungarian: Osztott szolgáltatások - egyinnovatív szervezeti forma vizsgálata), Miskolc: University of Miskolc, Faculty of Economics, Doctoral School, PhDThesis, 2014.
[8] E. Barber, „How to measure the "value" in the value chains,” International Journal of Physical Distribution&LogisticsManagement, pp. Vol. 38. No. 9., pp. 685-698, 2008.
[9] J. T. Barfield, C. M. Fisher és J. R. Goolsby, „Improving Competitiveness Through Non-Value Added ActivityAnalysis,” Cost Management, pp. July/August 2004, 22-32, 2004.
[10] Accenture, „Trends in Shared Services - Unlocking the Full Potential,” Accenture, London, 2011.
[11] M. Ziyarazavi, C. Magnusson és T. Tergesten, „Qualifying and Quantifying IT Services Added Values inOutsourcing Assignments - Service Value Agreement,” Journal of Service Science and Management, pp. 5, 318-330, 2012.
[12] C. Grönroos, „Service logic revisited: who creates value? And who co-creates?,” European Business Review, pp.Vol. 20 No. 4, pp. 298-314, 2008.
[13] M. A. Akaka, The Valu Co-Creation Crossroads of Service-Dominant Logic and Network Theory, Honolulu:University of Hawaii, 2007.
[14] Office of Government Commerce, ITIL Service Opera- tion, London: TSO, 2007.
[15] C. Székely, Agrárgazdaságtan: A vállalati eredmény mérése,, Sopron: Nyugat-magyarországi Egyetem, 2010.

Copyright (c) 2020 Gradus