The paper develops value based management guidelines from the famous Indian treatise on management, Kautilya's Arthashastra. Guidelines are given for individual components of a total framework in detail, which include guidelines for organizational philosophy, value based leadership, internal corporate culture, accomplishment of corporate purpose and feedback from stakeholders.

South Korean industrial conglomerates (chaebols) are discussed in the context of value-based management (VBM). Recent economics and finance literature on the diversion of corporate resources from the firm to the controlling shareholders (tunneling), for which chaebols are notoriously known, is discussed. Chaebols have engaged in empire building and expropriation of minority shareholders, distorting the process of efficient resource allocation in South Korea, and became the root cause of the 1997 financial crisis. We argue that the 1997 crisis (...) should be viewed as a consequence of chaebols’ systematic deviation from the guiding principles of VBM. We use tunneling within chaebols as an example of the need to directly address prohibition of the expropriation of minority shareholders as a primary postulate of VBM. We argue that VBM should require that the value generated by the firm not be expropriated from minorities, or any stakeholders, by dominant shareholders. We also examine moral and ethical considerations and present explanations as to why the unethical practice of tunneling has been tolerated by the South Korean public. We show that public opinion on tunneling is changing and that the treatment of minority shareholders by chaebols’ controlling families is becoming increasingly unacceptable to South Koreans. (shrink)

Globalization, accelerating change, increasing complexity, interdisciplinary technologies, sustainability and the need for enhanced ethical behaviour—all call for more reflection and overview. The management course for technology students outlined in this article aims at increasing student’s independent thinking and perspective in three ways: (i) value-based management where sound human values are given higher priority than profit, (ii) parallels that link the natural sciences and the social sciences and (iii) knowledge from both East and West. Interdisciplinary parallels—which only (...) takes a few minutes of each lesson—can be applied to any discipline and may improve the learner’s ability to think independently and to see interconnectedness. (shrink)

In recent years a series of developments in apparently loosely coupled domains have contributed to the development of new and vital perspectives on how to manage complex social systems such as corporations. These developments include improved communications technologies, increased awareness by constituencies of their potentials for influencing corporate behaviour, increased complexity and reduced transparency in large, heterogeneous organisations, a corresponding reduction in the capacity of traditional accounting and reporting systems to reflect organisational performance, new demands from employees as to their (...) work environments, from customers as to ecological and ethical sensitivity, from civil society and governments as to social and environmental accountability etc.A result is a major shift in the way organisations are choosing to observe themselves and to describe, measure, evaluate and report on their performance. From a focus on efficiency and control to a values-based perspective on management, corporate identity and success. And from a focus on legal compliance and financial performance to a focus on corporate social and ethical responsibility and accountability. (shrink)

The present research is an attempt to determine the contribution of the management system and the institutional framework to the efficiency of values-based management. The interest in the question of efficiency stems from the fact that to grasp this founding principle of management is essential for any effort of evaluation and valuation accompanying the adoption of any type of management. Our choice of an organizational variable as well as an environmental one to explain the phenomenon (...) of efficiency, intends to cover sources of influence, both internal and external to the organization. As such, this study addresses the following question: What is the effect of the management system and the institutional framework on the efficiency of values-based management? The main theoretical and empirical results reveal that these two variables contribute jointly to the efficiency of VBM. More precisely, the empirical results obtained, in particular through the canonical correlation analysis, specify that both variables influence the efficiency of VBM in different degrees, with the effect of the management system being superior. The latter explains the efficiency of the management by the values at a rate of 52.59 %, whereas the institutional framework explains it only up to 25.15 %. (shrink)

This paper considers ethical decision making by blending three streams of related research: cognitive moral development of the decision maker, rational choice theory and a subjective expected utility model. Ethical dilemmas can be defined as situations where moral certainty is compromised by rational cognition. In this paper, the authors assume that some people use a morality-first perspective and others a rationality-first perspective. Ethical scenarios were written and used to test hypotheses derived from this perspective. The instrument developed was shown to (...) be in need of further refinement. Results are discussed in terms of relationships between participant-characteristics variables overall and subscale responses to the ethical scenarios. (shrink)

The importance of value-based leadership such as authentic, ethical, and servant leadership is inconspicuous. However, the benefits of these leadership approaches are often only explained through the behaviors of their followers. As such, limited research has communicated the leader’s motivation for pursuing such leadership behavior, resulting in such discourse to escape theorizing. We draw upon role theory and paid attention to the role of higher-level management (leadership) through the trickle-down model to underline their importance in the organization. (...) We then expand this role theory framework by synthesizing research to explain the emergence of value-based leadership behavior at the frontline of management. In doing so, we aim to provide a stronger explanation of the emergence of value-based leadership in organizations. We conclude this analysis by guiding future research in the form of propositions to investigate the psychological process and organizational factors to empirically examine the proposed role framework. (shrink)

Despite the recognition of the importance of philosophy-based management in recent Japanese management practices, there has been little effort to systematically examine this topic from a normative view. With a sample of 152 electrical machinery companies, this study attempts to identify the underlying value orientations incorporated in the normative statement of corporate management philosophy and furthermore examines the complex relationships between corporate value orientations and various performance indexes. The article shows that although the adoption (...) of a corporate management philosophy does not contribute to corporate financial performance directly, some value orientations might contribute to non-financial performance and long-term performance potentials. Especially, CSR environmental performance might be contributed by customer orientation and harmony; human resource management performance is associated with partner orientation and harmony; growth potential might be related with global orientation, entrepreneurship, and honesty. Furthermore, the negative relationship between increase of sales effort and CSR environmental performance also implies that it deserves careful consideration and attention for a company to balance the interests of various stakeholders. (shrink)

Owner/client is a significant contributing party within the management of a project in construction. In addition to the payment of the bills related to the project, owner/client has duties and responsibilities such as selecting the professionals, making his requirements understood clearly by other parties, making decisions to recommendations and placing orders. Owner/client has to perform these duties and responsibilities at the right times and in correct ways to have the required quality and value for his/her investment. In performing (...) his/her duties and responsibilities owner could introduce positive and negative contributions to the value of the constructed facility. Value-based project management concerns with owner's/client's value system and helps owner/client in performing his/her duties and responsibilities for the optimum positive contributions to the value of the constructed facility in construction. This paper highlights the principles of value-based project management in construction and investigates the impact of owner contributions to the value of a constructed facility in practice. (shrink)

This paper describes a set of ideal type organizations in a developmental sequence. As these descriptions are based on Spiral Dynamics (or Emerging Cyclical Levels of Existence Theory – ECLET), the types are labeled as Order, Success, Community and Synergy. Per type the author elaborated on the underlying value system and relating institutional structures, such as leadership role, governance and measurement format. As a summary, a Transition Matrix is presented which indicate the paradigm shifts per discipline/department, as manifested (...) in the subsequent ideal type organizations. As Order and Success generally describe the majority of corporations in Western Economies, the latter two types introduce new approaches to more innovative – and more sustainable/responsible – ways to doing business. Based on Community Values, the author introduces a new measurement format which is the foundation for a systemic and coherent set of management tools to be used in a stakeholder approach. These tools relate to the strategic, tactical and operational tasks of management and have been developed by researchers of the European Corporate Sustainability Framework (ECSF) consortium. The set includes two tools which are generic: the Strategic Sustainability Scan (Strategy) and the Sustainability Matrix, which is a self-assessment tool (tactics). Three operational tools are context and industry specific: These are the Community related Responsive Business Scorecard (RBS) and Benchmark Format for measuring and monitoring sustainability performance and a methodology – a Management Information System – to generate information on people, planet and profit in order to provide data for the set of key performance indicators. (shrink)

The debate over wolf recovery and management in the United States is best understood as a value-based political conflict that transcends issues strictly pertaining to science, biology and techno-rational approaches to problem solving. Political and cultural context will shape the future of the wolf as it has its past. A policy-oriented approach has much to offer the debate, especially if it is contextual and places human values and ethics at the center of its analysis. It is also (...) important for those engaged in the debate to acknowledge its value-based character. The policy implications of not doing so are serious and will become only more so in the future. (shrink)

Values based practice (VBP) is a radical view of the place of values in medicine which develops from a philosophical analysis of values, illness and the role of ethical principles. It denies two attractive and traditional but misguided views of medicine: that diagnosis is a merely factual matter and that the values that should guide treatment and management can be codified in principles. But, in the work of KWM (Bill) Fulford, it goes further in the form of a (...) radical liberal view: that the idea of an antecedently good outcome should be replaced by that of a right process. That however leads to a dilemma as to whether it can account for its own normative status. Given that difficulty, why might one adopt the radical version? I sketch a possible motive drawing on Rorty’s rejection of authoritarianism which replaces objectivity with solidarity as the aim of judgement. But I argue that, nevertheless, this does not justify the rejection of the more modest particularist version of VBP. (shrink)

The role of Indian ethos in management practices is explored by several management scholars and practitioners. Professor Sitangshu Kumar Chakraborty (popularly known as Professor S. K. Chakraborty, hereinafter referred to as SKC in this article) is one of the pioneering scholars of human value-oriented management practices and has made significant contributions in linking the management knowledge and practices to classical Indian ethos and Vedantic wisdom. In today’s technologically advanced and economically fast-paced world, there is a (...) rising concern about falling human values in work and in personal life, which must be addressed to understand the deeper meaning of work and a higher purpose in life. SKC’s innovative approaches to human values in management education for practising managers are quite significant in this regard. This article is a sincere attempt to explore and synthesize the contributions of SKC to the human value-oriented management that evolved around the fundamental pillars of classical Indian ethos and Vedantic wisdom and the implication of those values for today’s managers to realign their managerial practices. This article is based on a bibliometric analysis of published articles drawn from secondary sources and is a tribute to the life and legacy of SKC on human value-based management. (shrink)

This article argues that the introduction of value based management in a decentralized, hierarchical, and rule-based organization will add to existing informal and formal systems instead of replacing them. Consequently, employees' perception of and willingness to embrace and operationalize centrally imposed values were assumed to be dependent upon existing emotional, social, and formal processes and structures. Hierarchical regression analysis on data from a maritime company (N = 408) gathered in Norway in 2004 – which claims to (...) be a learning and value based company – showed that affective commitment and group coherence correlated positively with perception of values among employees. Formalization was positively but insignificantly correlated, whereas loyalty toward immediate superiors was significantly negatively correlated with perception of values. (shrink)

London shows that principled leadership and business diplomacy not only provide direction for management, but they also enhance development of leadership in ...

Values based practice is a radical view of the place of values in medicine which develops from a philosophical analysis of values, illness and the role of ethical principles. It denies two attractive and traditional views of medicine: that diagnosis is a merely factual matter and that the values that should guide treatment and management can be codified in principles. But it goes further in the adoption of a radical liberal view: that right or good outcome should be (...) replaced by right process. I describe each of these three claims but caution against the third. (shrink)

In lieu of an abstract, here is a brief excerpt of the content:Philosophy, Psychiatry, & Psychology 9.4 (2002) 387-394 [Access article in PDF] Psychosis Good and Bad:Values-Based Practice and the Distinction Between Pathological and Nonpathological Forms of Psychotic Experience Mike C. Jackson and K. W. M. Fulford IN TWO PAPERS in this issue of Philosophy, Psychiatry, and Psychology, Marek Marzanski and Mark Bratton (2002) and Caroline Brett (2002) develop important critiques, from the perspectives respectively of Christian theology and Eastern (...) philosophy, of our 1997 analysis of the distinction between pathological and nonpathological forms of psychotic experience (Jackson and Fulford 1997).In this response, we briefly summarize the main points from our 1997 analysis; we consider, separately, the important although very different challenges to that analysis from the perspectives of our two critics; and we briefly indicate the main lines of recent developments in policy, practice, and research in mental health as they relate to this important area of human experience. The Jackson and Fulford (1997) Analysis In our 1997 paper, we presented three case studies from a larger series (Jackson 1991, 1997, 2001) selected with the express aim of bringing into focus the conceptual difficulties that arise at the borderline between psychotic illness and what we called benign spiritual experience. On the basis of these case studies we argued thatspiritual experiences, which are essentially benign, can involve explicitly psychotic phenomenology; traditional psychiatric diagnostic methods, which focus on the form and content of beliefs and experiences, are not capable of distinguishing between pathological and nonpathological forms of such psychotic experiences; [End Page 387]evaluation of such experiences (and claims about "illness" and health more generally) necessarily involves value judgments as well as judgments about matters of fact (specifically, the "facts" of traditional descriptive psychopathology); and more specifically, the distinction between pathological and nonpathological phenomena concerns the way in which they are embedded in the structure of the values and beliefs by which the actions of the subjects concerned are defined: "In the case of pathological psychotic phenomena," we argued, "there is a radical failure of action.... In the case of spiritual psychotic phenomena, action is radically enhanced" (Jackson and Fulford 1997, 55).We then proposed a cognitive problem-solving model of psychotic experiences. This model suggests that such experiences can be a normal and adaptive psychological response to existential crises, such as loss of meaning or purpose in life, coming to terms with death or bereavement, and so on (Batson and Ventis 1982; Jackson, 1991, 1997, 2001). The model is consistent with a subsequent position paper published by the British Psychological Society arguing the case for a psychological formulation of psychotic experiences and cognitive-behavioural methods in their management (2000).In the case of nonpathological psychotic experience, the psychotic elements of the experience promote a paradigm shift in the individual's underlying assumptions, which effectively resolves their impasse and allows them to move forward. This is normally a self-limiting process, in that when the individual is able to utilize their insight, it acts to resolve the stress which triggered it. In pathological psychosis, this process fails for various possible reasons, which were not explored in any depth in that paper (but see Jackson 2001 for a more detailed discussion). The Challenge From Marzanski and Bratton Marek Marzanski and Mark Bratton reexamine the questions raised by our cases from a Christian theological perspective (Marzanski and Bratton 2002). They suggest a theologically based definition of spiritual experience according to which the criteria for "genuine" experience concerns its context within the development of the individual's religious faith. In Bratton and Marzanski's account, these criteria are based on a Christian value system.They present three cases of their own, which, in contrast to the three cases in our 1997 paper, vividly illustrate how phenomena that may be valued negatively from a medical perspective (i.e., as defined by us in terms of their consequences for action), may, at one and the same time, be valued positively from a religious perspective (i.e., in terms of their consequences for the... (shrink)

The cross-cultural literature is reviewed and integrated together with attitude theories, thereby outlining a model through which certain values influence the intervening variables that ultimately lead managers to tolerate employee bribery. The case of Latin America is employed to illustrate how regionally dominant cultural values may shape managers' attitudes, subjective norms, and perceived behavioral control, which in turn affect tolerance of employee bribery. A series of research propositions and practical recommendations are derived from the model.

Years of research clearly shows that relying on traditional organizational power bases is not effective when companies want to promote business ethics and performance. It is not only that the use of legitimate power to establish ethics codes and coercive power to punish employees who do not comply does not work; this study—based on a multi-method research approach in the retail industry—indicates that the classic iron fist leads to unethical business values and lower service performance. But there is a (...) light at the end of the tunnel for forward-looking managers. The ethical attitudes and behaviors of employees within international organizations is a dynamic variable that is possible to change by the use of values-based leadership. Our extensive study of a large grocery store chain owned by a multinational corporation indicates that managers who lead by example will boost team values and commitment. (shrink)

The agroecological transition of agriculture not only requires changes in practices but also in ways of thinking and in their underlying values. Agroecology proposes broad scientific principles that need to be adapted to the singularities of each farm. This contextualization leads to the identification of agroecological practices that work locally and could serve as evidence-based practices to be transferred to local practitioners. This strategy was tested in a 4-year experiment conducted with dairy-sheep farmers in the South of France. The (...) aim was to collectively engage in the agroecological transition. Our work focused on the creation of a diagnostic tool that was used to analyze local farms and identify virtuous practices to be promoted locally as evidence-based practices. But this strategy came up against the complexity and singularity of the situations to be transformed: not only was no evidence found but the construction of the diagnostic tool itself led to controversy concerning the models of agriculture to be promoted. The experiment then took a pragmatic turn: on-farm workshops were organized to enable farmers to benefit from the professional judgment of peer farmers who were willing to help their colleagues accomplish their agroecological transition. The diagnostic tool, which was designed to be prescriptive, was then used to judge the social acceptability of solutions that made sense in each farmer’s own situation. Our experiment led us to conclude that managing the agro-ecological transition of farmers and their farming system is better conceived as a value-based process than as an evidence-based one. (shrink)

Our research is a value sensitive based approach to designing autonomous systems in a military context. Value sensitive design is an iterative process of conceptual, empirical and technical considerations. We enhance value sensitive design with Participatory Value Evaluation. This allows us to mine values of a large unorganized stakeholder group relevant to our context of research, namely Australian citizens. We found that value prioritizations differ depending on the context of use and that no one (...) value fits all autonomous systems. General ethical frameworks can serve as high level guiding principles, but when it comes to actual technologies, a more nuanced and granulated approach to selecting and incorporating values is needed. Our research contributes to a greater awareness of the importance of inclusion of values in autonomous systems design in the context of defence. We suggest relevant frameworks and methods for values-based autonomous military systems design in the context of Australia, which may serve as a blueprint for other countries. Finally, we provide suggestions on how to operationalise values in systems design, as this is underrepresented in the current literature. (shrink)

Our paper addresses the question of what exactly the contribution of the humanities to management education could or should be, suggesting the concept of Literacy as both this contribution’s goal and method. Though there seems to emerge a consensus in the debate about the future of management education that the humanities should be involved with shaping it, some misconceptions about the humanities obscure the understanding of the why and how of it, most notably as to the manner in (...) which they are to provide for ethical values. Our paper in a first step endeavours to clear those misconceptions up drawing on some historical aspects of their development. It then proceeds to introducing the concept of Literacy and, based on it, the teaching framework of Critical Management Literacy we designed to operationalize the concept towards management students` needs. Our leading hypothesis is that the contribution of the humanities should focus on the cultivation of the capacity for epistemological doubt in order to prepare students for the complexity and indeterminacy of reality, thus at the same time laying the groundwork for ethical reflectivity. (shrink)

This study examines the values of American managers over time. Responses from a nationwide sample of managers are compared and contrasted with two previous surveys (1981 and 1991) of similar sample populations. Continuing and new insights are provided into the importance of managerial values on individual and organizational actions and decisions.

Culture is the most difficult thing about an organization to change in a lasting way. Our paper is predicated upon the idea that better ethics leadership through change is the foundation to more successful implementation of change. Ethical culture will enable the firm to initiate the change process from a stronger position: the obstacles to change such as mistrust, fear of uncertainty, failure of communication and empowerment will be easier to overcome in an atmosphere pursuing the ethically correct approach, combining (...) ethical leadership with an ethical corporate culture. Our idea goes one step beyond the virtuous change circle by incorporating a series of check points a leader can reference to stay on a course of change management based in good ethical principle that will lead to effective change. Our model incorporates the concept of values into the management of change; this allows for a more comprehensive approach to change management by the utilization of well-known change management principles used in conjunction with basic principles of ethics. We argue that the change leader can depend on this more comprehensive approach for a better assurance of ethical and therefore more effective change. Our idea also would be effective regardless of the type of change confronting the organization and/or the leaders of the firm. Our point is that, while change is by its nature hard and there is an inclination to resist change, with ethical change management, the firm has a better chance of success. (shrink)

By accounting for stakeholders' conflicting values, in this study, we argue that the conceptualization of stakeholder value trade-offs can theoretically explain how stakeholder-oriented managers can make value-based decisions in pursuit of long-term value creation for all stakeholders. Specifically, drawing on prospect theory and the value trade-offs framework, we develop a value-based decision-making perspective when organizations manage for their stakeholders. Our framework encompasses four types of trade-offs: taboo, routine, virtuous, and tragic each plays an (...) important role in the value-creating decision process. This interdisciplinary study proposes that managers should ground their value-based decisions on the extent to which the chosen trade-offs are morally justifiable. The study contributes to the current understanding of relationships between organizations and stakeholders from a decision-making perspective. (shrink)

The paper documents the post-war retrenchment and failure of the post-war British Consumer Co-operative Movement. In contrast to the general failure one CEO, Terry Thomas stands out both for his success in co-operative rebranding and returning to profitability the UK Co-operative Bank and because he alone amongst the top echelons of the Co-operative Groups Management based his strategies on a clearly articulated philosophy based on his understanding of the values and purpose of the co-operative movement rooted in (...) its historical traditions grounded in the writings and achievements of Robert Owen, The paper goes on to provide a case study of the bank’s process of transformation from loss-making subsidiary to the first positive co-operative national brand in the post-war period of its history. The author argues that lack of appropriate vision based on the founding values and purposes of the Co-operative Movement is the principal reason for the management’s and governance failures that have beset the UK Co-operative Group. Instead of using the past to help in understanding the present and planning for the future, the UK Co-operative Group Leadership ignored it or worse used the past successes to congratulate itself and disguise its manifest failures. In this, they were supported by an uncritical Co-operative Union. Davis argues large co-operatives cannot be managed by a civil service responsible to an elected board. Co-operatives need a servant-leadership model of professional management dedicated to the transformational goals set by the founders of the co-operative movement. This needs a radical rethink and promotion of co-operative management education and a dedicated executive recruitment that seeks out value-based professionals whose attitudes and values are compatible with Co-operative values, ownership and purpose. (shrink)

Within contemporary health care, many of the decisions affecting the health and well-being of patients are not being made by the clinicians or health professionals, but by those involved in health care management. Existing literature on organizational ethics provides insight into the various structures, processes and strategies - such as mission statement, ethics committees, ethical rounds … - that exist to create an organizational climate, which fosters ethical practices and decision-making It does not, however, show how health care managers (...) experience their job as being intrinsically ethical in itself. In the present article, we investigate the way in which ethical values are present in the lived experiences and daily practice of health care management. What does it imply to take up a managing position within a health care institution and to try to do this in an ethically inspired way? We carried out a qualitative study (Grounded Theory Approach) to explore the essence of values-based leadership in health care. We interviewed 15 people with extensive experience in health care management in the fields of elderly care, hospital care and mental health care in the various regions of Flanders, Belgium. Six predominant themes, presented as metaphors, illustrate the essence of values-based leadership in health care management. These are: (1) values-based health care management as managing a large garden, (2) as learning and using a foreign language, (3) going on a trekking with an ethical compass, (4) embodying integrity and authenticity in a credible encounter with everyone, (5) being a present and trustworthy leader during sun and storm, and (6) contributing to human flourishing by giving people wings to fly. Notwithstanding the importance of organizing a good ethics infrastructure, values-based leadership in health care entails much more than that. It is about the co-creation of an integrated and comprehensive ethical climate of which community-model thinking and authentic leadership are essential components. As a never-ending process, the six metaphors can help leaders to take substantive proactive steps to shape a fruitful ethical climate within their organization. (shrink)

Why is it so plausible that business organisations in contemporary society use values in their communication? In order to answer this question, a sociological, system theoretical approach is applied which approaches values not pre-empirically as invisible drivers for action but as observable semantics that form organisational behaviour. In terms of empirical material, it will be shown that business organisations resort to a communication of values whenever uncertainty or complexity is very high. Inevitably, value semantics are applied in organisations first (...) when the speakers are uncertain about which stakeholders to whom they have to address or when different stakeholder groups have to be addressed simultaneously ; second, when the identity of the organisation has to be described; and third, when future strategic options that cannot be expressed by quantitative terms have to be communicated. Values accordingly play a role in organisational practice when certain aspects are indeterminate. Therefore, they are a means for organisations to communicate under fuzzy circumstances. On the basis of these findings, new approaches to value management can now be formulated. (shrink)

With the widespread use of artificial intelligence, it becomes crucial to provide information about these systems and how they are used. Governments aim to disclose their use of algorithms to establish legitimacy and the EU AI Act mandates forms of transparency for all high-risk and limited-risk systems. Yet, what should the standards for transparency be? What information is needed to show to a wide public that a certain system can be used legitimately and responsibly? I argue that process-based approaches (...) fail to satisfy, as knowledge about the development process is insufficient to predict the properties of the resulting system. Current outcome-based approaches [Mitchell et al., 2019; Loi et al., 2021] are also criticized for a lack of attention to the broader socio-technical system and failure to account for empirical results that show that people care about more than just the outcomes of a process [as reported by Meyerson et al. (Procedural justice and relational theory: Empirical, philosophical, and legal perspectives, Taylor & Francis, 2021)]. Instead, I propose value-based transparency, on which the information we need to provide is what values have been considered in the design and how successful these have been realized in the final system. This can handle the objections to other frameworks, matches with current best practices on the design of responsible AI and provides the public with information on the crucial aspects of a system’s design. (shrink)

Achieving energy sovereignty is increasingly gaining prominence as a goal in energy politics. The aim of this paper is to provide a conceptual analysis of this principle from an ethics and social justice perspective. We rely on the literature on food sovereignty to identify through a comparative analysis the elements energy sovereignty will most likely demand and thereafter distinguish the unique constituencies of the energy sector. The idea of energy sovereignty embraces a series of values, among which we identified: (i) (...) accessibility, to allow access to everyone, (ii) empowerment and recognition, to develop and sustain capabilities to collaboratively produce solution-oriented energy system knowledge and effectively participate in governance, (iii) stewardship and sustainability, to be able to design and manage decentralised renewable systems in view of protecting the environment, (iv) self-sufficiency, to reduce the negative shocks of exploitative business practises, (v) resilience, to maintain production capacities while withstanding socioeconomic, political, environmental and climatic shocks, (vi) peace, to establish production systems that do not involve hostile relations, (vii) transparency and self-determination, to establish democratic decision-making mechanisms that give a voice to previously underrepresented groups and limit corporate takeover (viii) gender-justice, by acknowledging the contributions of women and eliminate barriers to their empowerment. With a conceptual framework of energy sovereignty, we present a rationale that draws on the key values to be considered when formulating policy solutions for the energy sector. (shrink)

Social media is changing social accountability practices. The release of the Panama Papers on April 3, 2016 by the International Consortium of Investigative Journalists (ICIJ) unleashed a tsunami of over 5 million tweets decrying corrupt politicians and tax-avoiding business elites, calling for policy change from governments, and demanding accountability from corporate and private tax avoiders. The current study uses 297,000+ original English-language geo-codable tweets with the hashtags #PanamaGate, #PanamaPapers, or #PanamaLeaks to examine the trajectory of Twitter-based social accountability conversations (...) and the potential for the emergence of a longer-term social accountability user network. We propose that it is the combination of financial inscriptions and evaluative ethical utterances that incite and sustain social accountability conversations and social accountability networks. Financial inscriptions simultaneously remind audiences of both the information event that fomented the initial public reaction and the monetary magnitude of the event. Value-based ethical messaging, in turn, enunciates an ethical stance that simultaneously evaluates existing practices and emphasizes the need for accountability. It is the combining of these two types of messaging that helps to construct and sustain a normative narrative about social accountability. The results illustrate how the repetition and re-working of these two forms of messaging facilitated the construction of a normative narrative that coalesced into a social accountability network which persisted beyond the initial Panama Paper information event and which was re-activated in 2017 when the ICIJ published the Paradise Papers. (shrink)

Farmers markets have traditionally served as a space for farmers to sell directly to consumers. Recently, many FMs in the US and other regions have experienced a renaissance. This article compares the different value sets embedded in the rules and norms of two metropolitan FM regions—Minneapolis, Minnesota and in Vienna, Austria. It uses a values-based framework that reflects the relationships among FM operating structures and their values reflected by the key FM participants—i.e., farmer/vendors, consumers and market managers. The (...) framework allows us to focus on two very contrasting value sets of metropolitan FM regions in presenting and discussing the values found and embedded in the two metropolitan market regions; illustrating how the values found are embodied as rules and norms in each FM region; considering the alignment or not of FM participant values with their corresponding FM values; and the differences and commonalities as well as the benefits and challenges of the two market regions. In contrasting metropolitan FMs we explain that FM value sets are complex and differ among and within FM participant groups and are dependent on their respective OS. We show that contrasting two metropolitan FM regions can be useful in understanding beneficial and disadvantageous relationships between the values and structures of, and in FMs, and specifically in examining institutional impediments such as governance. Thus we illustrate the possibilities and limitations of values for and within metropolitan FMs. (shrink)

The trend in environmental management toward more adaptive, community-based, and holistic approaches will require new approaches to environmental valuation. In this paper, we offer a new valuation approach, one that embodies the core principles of adaptive management, which is experimental, multi-scalar, and place-based. In addition, we use hierarchy theory to incorporate spatial and temporal variability of natural systems into a multi-scalar management model. Our approach results in the consideration of multiple values within community-based ecosystem (...) management, rather than an attempt to maximise a single variable such as economic efficiency. We then offer two heuristics – one procedural and one evaluative – to guide a community toward shared goals, and to develop indicators to measure progress toward these goals. We illustrate our approach by application to environmental and developmental decisions in the Southern Appalachians. (shrink)

Peer review of manuscripts for biomedical journals has become a subject of intense ethical debate. One of the most contentious issues is whether or not peer review should be anonymous. This study aimed to generate a rich, empirically-grounded understanding of the values held by journal editors and peer reviewers with a view to informing journal policy. Qualitative methods were used to carry out an inductive analysis of biomedical reviewers’ and editors’ values. Data was derived from in-depth, open-ended interviews with journal (...) editors and peer reviewers. Data was “read for” themes relevant to reviewer anonymisation and interactions among editors, reviewers, and authors. Editors and peer reviewers provided three arguments that would support a more open and interactive peer-review process. First, a number of participants emphasised the importance of not only ensuring the scientific quality of published research but also nurturing their colleagues and supporting their communities. Second, many spoke about the ongoing moral responsibilities that reviewers and editors felt toward authors. Finally, participants spoke at length about their enjoyment of social interactions and of the value of collective, rather than isolated, reasoning processes. Whether or not journal editors decide to allow anonymous review , the values of editors and reviewers need to be seriously addressed in codes of publication ethics, in the management of biomedical journals, and in the establishment of journal policies. (shrink)

The student management work model in colleges and universities is an effective plan for college student management, but the traditional college student management work is not very good in terms of student psychology, resulting in negative attitudes such as low learning desire, low learning efficiency, and inactive learning. In recent years, with the development of artificial intelligence technologies such as sentiment analysis and incentive theory, emotional management and incentive theory have been applied to the management (...) of college students. The emotional management and incentive model is a way to help college students get rid of psychological obstacles and guide students to establish positive and correct values by predict and analyze the psychological state of college students through language emotion recognition and BP neural network. This paper compares the college student management work model based on emotional management and incentives with the traditional college management work mode through experiments. The results show that the students’ learning enthusiasm is better than the traditional college student management work mode based on emotional management and incentives. The student management work model in colleges and universities is 15.8% better, and the students’ grades have improved by 12.5%; the college student management work model based on emotional management and incentives also has a positive role in helping students’ mental health. The way of emotional management and motivation can make better use of college students’ psychology to effectively manage students and guide students to develop in a good direction. (shrink)

This study tests whether participation and values favouring forest protection vary in different forms of community forestry, and whether members' identification with institutional values and forest central ity determines people's participation. Three hundred ninety seven members from 17 forest institutions and their leaders were interviewed. Participation was significantly higher in indigenous community forest management than in crafted community forest management and joint forest management. Values of 'livelihood security from forest', 'sacrificing the present benefit', and 'avoidance of free (...) riding' emerged as important for indigenous and crafted community forest management compared to joint forest management. Members' identification with institutional values and centrality of the forest to the lives of members in forest institutions were higher in indigenous and crafted community forest manage ment than in joint forest management. Irrespective of forest institutions, the higher the value congru ence and centrality of the forest, the higher was people's participation. (shrink)

Adopting fair value measurement may bring more earnings fluctuations and induce irrational psychology and radical financing behavior of managers. Based on behavioral corporate governance theory, using the sample of Chinese A-share nonfinancial listed companies during 2007–2017, this paper empirically examines the regulatory effect of fair value measurement, that is, whether fair value measurement affects the company's financing decisions when managers have irrational psychological characteristics, i.e., overconfidence. The study found that overconfident managers of the company that have (...) fair value measurement assets will be more aggressive for debt decisions, indicating that fair value measurement has a positively regulatory effect on overconfident managers. (shrink)

Corporate success is understood as stakeholder value, which is based on three licenses: the licenses to innovate, to compete, and to operate. Stakeholders contribute to these three licenses through their benefit and risk potentials. Based on four cases, a stakeholder value management system is developed which provides managers with a tool to systematically use the benefit potentials that lie in stakeholder relations. The links between corporate value creation and stakeholders are identified.

International migration is an important issue for many high‐income countries and is accompanied by opportunities as well as challenges. South Asians are the largest minority ethnic group in the United Kingdom, and this diaspora is reflective of the growing diversity of British society. An empirical study was performed to ascertain the faith‐based values, beliefs, views and attitudes of participants in relation to their perception of issues pertaining to end‐of‐life care. Empirical observations from this study, as well as the extant (...) knowledge‐base from the literature, are used to support and contextualise our reflections against a socio‐legal backdrop. We argue for accommodation of faith‐based values of migrants at end‐of‐life within normative structures of receiving countries. We posit the ethically relevant principles of inclusiveness, integration and embedment, for an innovative bioethical framework as a vehicle for accommodating faith‐based values and needs of migrants at end‐of‐life. These tenets work conjunctively, as well as individually, in respect of individual care, enabling processes and procedures, and ultimately for formulating policy and strategy. (shrink)