The essence of conducting any organisation’s activities is the implementation of strategic actions that will enable value creation and value capture (VCVC), resulting in the effective achievement of set objectives. Although scholarly discussion has scrutinised the subject of VCVC, the crises of recent years, as well as the consequences thereof, make it necessary to revise the research area of VCVC. The purpose of this study is to demonstrate the literature search from the past five years that identifies three dominant perspectives in approaching value creation: resource-based view (RBV), entrepreneurial orientation (EO) and relational view (RV). Seen as the strategic orientations of firms, these three perspectives can be applied in times of uncertainty to optimise the value creation and capture processes. The search results showed that to date the most significant means of improving value creation have been digitalisation, adopting new technologies, attracting external partnerships, patenting, forming alliances, and using entrepreneurial orientation and dynamic capabilities to quickly shift the necessary resources in order to seize opportunities.
Dyduch et al. (Fri,) studied this question.