Systematic Review of Value Network Analysis Application in Management Research

Background and Objectives: Value network analysis (VNA) has emerged as a novel approach in management studies, enabling examination of dynamic, multilateral value creation within organizational ecosystems. As both a theoretical and methodological framework, VNA offers multidimensional analysis beyond traditional value chains. Preliminary review indicates an incoherent understanding and application of VNA in Persian management research. This study critically explores VNA’s adoption and fidelity to foundational principles within Persian academic literature.
Materials and Methods: Employing a systematic literature review based on Tranfield’s three-stage framework (2003)—planning, execution, and reporting—comprehensive searches were conducted in Noormags, Magiran, and the Comprehensive Portal of Humanities. Out of 139 documents retrieved using “شبکه ارزش” (value network), 45 unique articles were identified. After abstract screening and application of inclusion criteria focused on substantial engagement with VNA concepts, 19 articles qualified for in-depth analysis. Quality was assessed using theoretical and methodological criteria established by Allee and Schwabe (2015).
Results: The first relevant article appeared in 2018, indicating recent attention to VNA. Only one article demonstrated substantial adherence to VNA principles; most relied on contextual theories or used “value network” superficially. Intangible values and informal exchanges—central to VNA—were largely neglected. No study implemented specific VNA methods such as network mapping or interpretation of intangible flows; most exhibited theoretical inconsistency and superficial use of the concept.
Conclusion: While interest in VNA is growing in Persian management studies, significant gaps exist in both theoretical understanding and methodological application. Strengthening foundational knowledge and proper usage of VNA techniques is essential for advancing research in this field.