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The value conversion question is critical in both [[social exchange theory]] that considers the cost/benefit returns of informal exchanges and more classical views of [[exchange value]] where there is concern with conversion of value into financial value or price.
Value network analysis offers a [[Taxonomy (general)|taxonomy]] for non-financial business reporting, which is becoming increasingly important in [[SEC Filings]]. In some approaches taxonomies are supported by Extensible Business Reporting Language [[XBRL]]. [[Venture capitalists]] and investors are concerned with the capability of a firm to create value in future. [[Financial statements]] are limited to current and past financial indicators and valuations of capital assets. In contrast, value network analysis is one approach to assessing current and future capability for value creation and to describe and analyze a [[business model]].
Advocates of VNA claim that strong value-creating relationships support successful business endeavors at the operational, tactical, and strategic levels. A value network perspective, in this context would encompass both internal and external value networks — loose yet complex configurations of roles within industries, businesses, business units or functions and teams within organizations that engage in mutually beneficial relationships. Tools used in the past to analyze business value creation, such as the [[value chain]] and [[value added]], are linear and mechanistic approaches based on a process perspective. These approaches are considered inadequate to address this new level of business complexity where value creating activities occur in complex, interdependent and dynamic relationships between multiple sets of actors.
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