Managing by Values

Dolan, Simon L.; Marti-Garcia, S.; Richley, Bonnie

doi:10.1057/9780230597754

Cited by 67 publications

(51 citation statements)

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“…However in following Rokeach's (1973) Rokeach's definition is useful but it is unwieldy compared to the brevity of others (Guth and Tagiuri 1965, Hofstede 1981, Dolan, Garcia and Richley 2006 and for our research purposes -seeking the existence of, and enactment of, values -a middle ground was sought. It is from the work of Schwartz (1994), who himself sought to modify earlier definitions, that the possibility of a 'working definition' of values can be discerned.…”

Section: What Are Values?mentioning

confidence: 99%

The influence of Islamic values on management practice in Morocco

Forster

Fenwick

2015

European Management Journal

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This article explores how Islamic values influence management and business practice in Morocco with a view to a new understanding of how one of the global, socio-political tides of the early Twenty-First century is now beginning to make itself felt commercially. An interpretivist approach, coupled with access to a rich and hitherto inaccessible mix of diverse and highly placed participants, allows the authors to augment extant research with a vivid rendering of the lived reality of Islamic management practice.

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Section: What Are Values?mentioning

confidence: 99%

The influence of Islamic values on management practice in Morocco

Forster

Fenwick

2015

European Management Journal

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“…The MSIV model of values is an extension and elaboration of the "Coaching by Sustainable Innovational Values" , the "Managing by Values" (Dolan, Garcia, & Richley, 2006) and the "Coaching by Values" concepts (Dolan, 2011). There are several books and articles published calling to incorporate several levels of analysis in order to overcome the fragmented view of sustainability.…”

Section: Sustainable Innovation Demands a New Leadership Modelmentioning

confidence: 99%

“…The MSIV model is an extension of the MBV tri-axial model, which was proposed as a management system that could be used as the foundation for developing organization culture (Dolan, Garcia, & Richley, 2006). MSV suggested that central values, goals, and strategic objectives be circumscribed within the triangle that is formed by three complementary yet orthogonal axes: economic-pragmatic, ethical-social, and emotional-developmental.…”

Section: Msiv In Cultures Seeking Sustainable Innovationmentioning

confidence: 99%

Managing by Sustainable Innovational Values (MSIV): An Asymmetrical Culture Reengineering Model of Values Embedding User Innovators and User Entrepreneurs

Brillo¹,

Kawamura²,

Dolan³

et al. 2015

JMS

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Today's critical success factor for public and private enterprises is their capability to develop, adapt, promote, and successfully manage sustainable innovation processes. Firms that are able to successfully manage sustainable innovation processes can competitively operate in mature markets while refocusing their strategies to open up new markets and target new customer segments. With knowledge becoming the main resource of global firms, the capacity to develop sustainable innovation strategies, cultures, and processes enables firms to capitalize on their strategic human resources and management systems. Sustainable innovation mandates that firms leverage both tacit and explicit resources and the talent of user-innovators and user-entrepreneurs, developing sustainable innovation routines and results. In addition to these traditional requirements, we argue that the firm's ability to identify, embed, and manage organizational, managerial, and personal values within their cultures provides the core foundation for inspiring, motivating, and energizing creativity and innovation across the firm. Leaders, managers, employees, and users who share these core values, can achieve sustainable innovation. This perspective supports the growing recognition by academics and practitioners for managers to utilize socially-responsible management practices and activities to simultaneously fuel innovation and create a better, more sustainable and more harmonious world.The aim of this paper is to present and further elaborate a prototype of the "Management by Sustainable Innovational Values" (MSIV) model that was recently published ). The MSIV model proposes that sustainable innovation best occurs when certain values are identified, shared, and operationalized across the organization, and, more specifically, when organizational members are passionate about their work because they share emotional values to an even greater degree than economic or social ones. While the MSIV model does not ignore economic and social values as drivers of performance and firm survival, it is argued that sustainable innovation may best occur when emotional values work in conjunction with economic values, and when these values are embedded within the firm's culture.

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“…Suprantama, kad so cialinės atsakomybės principai atspindi visuotinius intere sus ir vertybes, kurie deklaruojami ir pasaulinės svarbos dokumentuose (Our Common Future 1987;Europa 2020;Europa 2030), tačiau verslo organizacijų vertybės iki šiol stipriai susietos su komerciniais verslo interesais, kai prii mant sprendimus aktyviau dalyvauja tik viena iš suintere suotų šalių. Nepaisant to, organizacijų valdymo paradigma evoliucionuoja visuotinės socialinės gerovės reikšmės pri pažinimo kryptimi, ką įtikinamai patvirtina išskirti ir argu mentuotai apibūdinti trys esminiai organizacijų valdymo metodų raidos etapai, pateikti knygoje "Valdymas remiantis vertybėmis: verslo gidas gyventi, būti gyvam ir priimti gy venimą XXI amžiuje" (Dolan et al 2006 Pradiniai pažangūs pokyčiai siejami su darbo santykių teisinio reglamentavimo stiprinimu, personalo vadybos me todų ir priemonių diferencijavimu. Pirmieji konceptualūs žmogiškųjų išteklių vadybos požiūriai pradėti taikyti XX a.…”

Section: žMogiškųjų Išteklių Vadybos Požiūrių Evoliucija: žVilgsnis Iunclassified

Challenges of the European Union Social Market Economy in the Human Resource Management Paradigm

Lobanova

2014

Business: Theory and Practice

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2014 © Straipsnio autoriai. Leidėjas VGTU leidykla "Technika". Šis straipsnis yra atvirosios prieigos straipsnis, turintis Kūrybinių bendrijų (Creative Commons) licenciją (CC BY-NC 4.0), kuri leidžia neribotą straipsnio ar jo dalių panaudą su privaloma sąlyga nurodyti autorių ir pirminį šaltinį. Straipsnis ar jo dalys negali būti naudojami komerciniams tikslams. EUROPOS SĄJUNgOS SOCIALINėS RINKOS EKONOMIKOS IššŪKIAI ŽMOgIšKŲJŲ IšTEKLIŲ vADYBOS PARADIgMAI Liudmila LobanovaVilniaus Gedimino technikos universitetas, Saulėtekio al. 11, LT10223 Vilnius, Lietuva El. paštas liudmila.lobanova@vgtu.lt Įteikta 20130828; priimta 20131122 Santrauka. Žmogiškųjų išteklių vadybos modelių specifiką Europoje nulemia Europos integracijos bei Europos Sąjungos raidos ir plėtros procesai, orientuojami į socialinio modelio koncepcijos įgyvendinimą kuriant Europos kontinente socialinę rinkos ekonomiką intensyvėjančių sanglaudos procesų sąlygomis. Straipsnyje atskleidžiama žmogiškųjų išteklių vadybos modelių trans formacijas lemiančių aplinkybių ir aplinkos pokyčių įtaka istoriniam požiūrių į žmonių valdymą evoliucionavimui, nustatomos žmogiškųjų išteklių vadybos modelių kaitos sąsajos su Europos Sąjungos raidos ir plėtros etapais, siūlomos perspektyvių socialiai orientuotų žmogiškųjų išteklių vadybos modelių plėtotės gairės, reaguojant į Europos socialinio modelio iššūkius sanglaudos procesų sąlygomis. Konceptualus tyrimas atliekamas taikant mokslinės literatūros analizės ir sintezės, teorinio modeliavimo, metaanalizės ir interpretavimo metodus, o įžvalgoms parengti pasitelktas sisteminis holistinis požiūris ir grafinio modeliavimo metodas.Reikšminiai žodžiai: žmogiškųjų išteklių vadyba, socialinis modelis, socialinė rinkos ekonomika, socialinės kokybės modelis, sanglaudos procesai. ChALLENgES OF ThE EUROPEAN UNION SOCIAL MARKET ECONOMY IN ThE hUMAN RESOURCE MANAgEMENT PARADIgM Liudmila LobanovaVilnius Gediminas Technical University, Saulėtekio al. 11, LT10223 Vilnius, Lithuania Email: liudmila.lobanova@vgtu.lt Received 28 August 2013; accepted 22 November 2013 Abstract. Peculiarities of European human resource management models are determined by the specifics of EU integration, development and enlargement processes that are centred on implementation of the social model in the development of the social market economy in the European continent under conditions of intensified cohesion processes. The article reveals the impact of the changing environmen and factors determining the transformation of human resource management models on historic evolution of approches to management of people. In addition, it determines links between transformation of human resource management models and the EU development stages as well as proposes guidelines for the development of promising socially centred human resource management models in response to challenges faced by the European social model under the conditions of cohesion processes. The conceptual study is performed using literature analysis and synthesis, theoretical modelling, meta ...

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Managing by Values

Cited by 67 publications

References 0 publications

The influence of Islamic values on management practice in Morocco

The influence of Islamic values on management practice in Morocco

Managing by Sustainable Innovational Values (MSIV): An Asymmetrical Culture Reengineering Model of Values Embedding User Innovators and User Entrepreneurs

Challenges of the European Union Social Market Economy in the Human Resource Management Paradigm

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