Purpose

This paper aims to explore how the integrated thinking of a chief executive officer (CEO) impacts the management’s orchestration of the six capitals to create value in an organization.

Design/methodology/approach

Following a case study approach, data was gathered on two business organizations in Sri Lanka through interviews, focus group discussions and documentary analyzes. Thematic and cross-case analyzes were used in analyzing the data based on an analytical framework that was developed using systems and resource orchestration theories.

Findings

The study finds that the integrated thinking perspective of the CEO determines which capitals to embrace in the pursuit of value creation by an organization. A broader perspective on the integrated thinking of the CEO can lead to a sustainable perspective for value creation focusing on integrated corporate responsibility. On the contrary, a constrained perspective of integrated thinking can lead to a business case perspective for value creation that focuses mainly on the key areas of responsibility extended for operational efficiency. These different perspectives result in differences in value creation in organizations over time.

Practical implications

The capitals embraced in the integrated thinking perspective of a CEO should be translated into objectives, strategies and performance measurement and implemented at every level of the company to create value. This perspective of a CEO can be institutionalized through the adoption of accredited management systems. To foster value creation, managers should use a variety of information technology platforms and internal networks.

Originality/value

This is one of the first studies that explore how the perception of integrated thinking of the CEO impacts value creation in an organization through a combination of resource orchestration and systems thinking theory lenses.

中文翻译：

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整合思维，六大资本的编排与价值创造

目的

本文旨在探讨首席执行官 (CEO) 的综合思维如何影响管理层对六大资本的编排以在组织中创造价值。

设计/方法/方法

按照案例研究方法，通过访谈、焦点小组讨论和文件分析收集了斯里兰卡两个商业组织的数据。基于使用系统和资源编排理论开发的分析框架，使用主题和跨案例分析来分析数据。

发现

研究发现，CEO 的综合思维视角决定了组织在追求价值创造时应采用哪些资本。更广泛地了解 CEO 的综合思维，可以带来以综合企业责任为重点的价值创造的可持续视角。相反，整合思维的受限视角可能导致价值创造的商业案例视角，主要关注扩展到运营效率的关键责任领域。随着时间的推移，这些不同的观点导致组织中价值创造的差异。

实际意义

CEO综合思维视角下的资本应该转化为目标、战略和绩效衡量，并在公司的各个层面实施，以创造价值。CEO 的这种观点可以通过采用认可的管理系统来制度化。为了促进价值创造，管理者应该使用各种信息技术平台和内部网络。

原创性/价值

这是通过资源编排和系统思维理论视角的结合，探索 CEO 的综合思维感知如何影响组织中的价值创造的首批研究之一。