Values-based Management Research Articles

The decline of the Arabian Leopard Panthera pardus nimr in Saudi Arabia: a values-based plan for future management

AbstractThe Critically Endangered Arabian Leopard (Panthera pardus nimr) has declined to near extinction in Saudi Arabia over the last fifteen or so years. In this paper we provide a time-series assessment of changes in the rate of leopard records since the 1930’s and provide a values-based plan for the management of the species in Saudi Arabia. The number of leopard records rose sharply in the 1960’s, peaking in the early 2000s, a time where human population growth and expansion across Saudi Arabia was also increasing. However, by 2014, the number of leopard records decreased to zero where it has remained. Based upon a clear need for effective conservation of the species, we developed a values-based management plan. In applying the planning framework, we defined the management system and its elements in their current state and the required state by the year 2050. From this work, a value-based goal was established, and four key management activities were recognised (and are expanded upon in the main text). We recommend that work is done to: (1) Ensure sufficient and suitable (in terms of required habitat and prey availability) areas are protected. (2) Reduce the level of human-based predation upon leopards to ensure sustainable mortality rates. (3) Manage the species metapopulation structure in terms of genetic makeup through natural and/or facilitated movement. (4) Continue to build community capacity and willingness to manage and protect the species. If these activities can be successfully completed, a population of Arabian Leopards can exist in Saudi Arabia if it is adaptively managed to deal with any additional and/or emerging threatening processes.

EXAMINING THE POTENTIAL OF WAQF-BASED EDUCATION MANAGEMENT

Waqf is a charitable institution within Islam and Muslim contexts. Waqf translates to an endowment held in trust and is utilised for charitable purposes such as education, poverty alleviation, a place of worship, or medical care. In the educational development, waqf has funded many Islamic educational institutions, colleges, universities, libraries, and the like. In the context of Indonesian society, the modern system of waqf institution has been implemented to establish the pesantren (Islamic schools) and Islamic universities. This paper presents the example of waqf in education that has been practised in Indonesia. Darussalam Gontor is taken as an example since it is well-known as the first modern pesantren in Indonesia, endowed in 1958. It is a successful waqf-based educational institution. In reality, waqf-based institution can generate significant benefits in support of education and community development. The study shows the values-based management at the core of this waqf-funded Institution and reveals the concept of waqf basyr (Human waqf) which looks at the contribution of human resources. In addition to this essay also highlights the internal control practiced preserving the pesantren’s operational sustainability and to mitigate the mismanagement. This study is based on recent qualitative research comprising both primary and secondary data. The primary data included interviews with the core and peripheral respondents within the Institution. Secondary data was collected from in-depth literature reviews including the annual report of this Institution, books, journal articles, and relevant data and documents. The study's finding presents how the values-based education and human waqf implemented in this pesantren could be a role model for supporting the educational development system in the modern world. Additionally, the result of study shows that the internal control can mitigate the miss-managements and enhances the sustainability of the operational of this Institution. Importantly, there is a need to broadly bring values-based management, skilled human waqf (as human resources), and internal control to the educational or waqf institutions to enhance their operational sustainability and support their impacts on community development.

The role of values-based management in increasing job satisfaction

The role of values-based management in increasing job satisfaction

The role of values-based management in increasing job satisfaction

The role of values-based management in increasing job satisfaction

МАТРИЧНАЯ МОДЕЛЬ 7х6 ДЛЯ ОЦЕНКИ РИСКОВ И ШАНСОВ ПРЕДПРИЯТИЙ И ОТРАСЛЕЙ

Problem context. The existing 4x6 matrix model for evaluating the effectiveness, sustainability, risks, and opportunities of economic systems requires modification in the following directions: a) more detailed consideration of stakeholder interests; b) differentiation of model factors into "cardinal" and "basement" factors, with a simultaneous limitation of the maximum number of factors on individual strategic maps and within the model as a whole. Research objective. A modified 7x6 matrix model is proposed, and its functioning is illustrated by a calculation example. Research methodology. In the 7x6 matrix model, the organization model as a cybernetic system is replaced by a supersystem model consisting of key subsystems: a) impact subsystem, b) economic subsystem, c) decision subsystems. From the model's perspective, the supersystem remains a cybernetic system with feedback loops, seeking homeostasis (stable equilibrium). Risks and opportunities in the model act as triggers that initiate or postpone the adoption of antirisk and proopportunity decisions, respectively. Results. A calculation case is constructed in which market contraction, forecasted in a triangularfuzzy form, serves as an adverse effect (AE). An antirisk decision is synthesized, and its low effectiveness is demonstrated, along with proposed adjustments. Conclusion. The modified 7x6 matrix allows researchers to model the organization's relationships with its key stakeholders, implementing a valuesbased management paradigm instead of the traditional goalbased approach.

The Historic Urban Landscape and Change Management: An Analytical Critique of the Values-based Management Models

The Historic Urban Landscape and Change Management: An Analytical Critique of the Values-based Management Models

HOW TO STRENGTHEN A CULTURE OF INNOVATION BY COMBINING VALUES-BASED AND EVIDENCE-BASED INNOVATION MANAGEMENT

Values-based management and evidence-based innovation management both improve a company’s innovation performance. However, there are no systematic studies of how combining values-based and evidence-based innovation management influences the innovation culture in mid-sized B2B companies. In this exploratory case study, we describe how a longitudinal analysis of innovation culture and a values-based initiative were combined in a 7-step approach, which was applied in a global mid-sized B2B manufacturer of drug-delivery systems and pharmaceutical components over a three-year period. The results of the longitudinal innovation culture survey and the analysis of front-end innovation key performance indicators provided insight into the positive impact of new normative company values on the organisation’s innovation culture as well as on the effectiveness of the idea generation process. The exploratory case study demonstrates how a customised combination of values-based and evidence-based innovation management elements can systematically strengthen an organisation’s innovation culture and the effectiveness of its idea generation process.

Core values measurement

Indonesia's state-owned enterprises are now on the verge of adopting a new management system called values-based management (VBM) or management by values (MBV) initiated by the Ministry of State-Owned Enterprises (SoE) by introducing a set of core values, namely AKHLAK (abbreviation from Bahasa Indonesia's words: Amanah / Trustworthy, Kompeten / Competent, Harmonis / Harmonious, Loyal, Adaptif / Adaptive, and Kolaboratif / Collaborative). This study uses an inductive/qualitative approach to understand how these core values are measured. The implication of this study will help SoEs to decide whether to use indirect or direct measurement methods in their effort to translate core values into values-based management. The initial finding shows the sample SoEs do not have a solid understanding of the differences between direct and indirect values assessments yet utilize the method of choice quite exclusively and extensively.

Potentials of business model innovation and values-based management approaches in the mining sector

Mining is known to cause high ecological and social impacts especially due to its extractive nature on one hand and its resources and reserves mostly being located in developing or emerging economies on the other hand. Thus, it can be considered to have a paramount role in terms of making a significant contribution to sustainable development. Bearing in mind the growing economic output generated by humans and the growing world population, it is no wonder that related human-driven activities have never had such a strong (and at the same time burdening) influence on the biosphere resulting in exceedance of the planetary system boundaries. The critical reflection of the interaction between material cycles and economic growth is essential for reducing environmental burdens resulting from unthinking consumption patterns and production, and initial material extraction. The latest findings in academia confirm this assumption and point out that most practitioners are already aware of the urgent need for a redefinition of the sector’s understanding of success, taking into account the needs of both shareholders and stakeholders. Furthermore, the extractive sector has gained an image of being outdated. Agrowing number of decision-makers sees the necessity for a sustainable approach to business models that also embraces digitalization. The purpose of the paper is to analyze the standard business model that still dominates the mining industry, followed by a comparison of recent scientific findings on sustainability-oriented business model innovation and values-based innovation management to derive recommendations for potential sector-specific business model archetypes that contribute to the urgent redefinition.

An Analysis of the Views of Managers and Teachers Who Work in Official Middle Schools and High Schools on Values-Based Management Practices

Bu araştırmada, resmî ortaokul ve liselerde görev yapan yönetici ve öğretmenlerin değerlere dayalı yönetim uygulamaları ile ilgili görüşlerini belirlemeyi amaçlanmıştır. Araştırma, tarama modelinde olup, araştırma örneklemi, 2015-2016 eğitim-öğretim yılında Mardin Merkez Artuklu ilçe merkezindeki resmi ortaokul ve liselerde görev yapan 65 Yönetici ve 325 öğretmen olmak üzere toplam 390 kişiden oluşmaktadır. Araştırma verileri Yılmaz (2006) tarafından geçerlik ve güvenirlik çalışması yapılarak geliştirilen “Değerlere Göre Yönetim Ölçeği” kullanılarak toplanmıştır. Araştırmada verilerin analizinde yüzde, aritmetik ortalama, standart sapma kullanılmıştır. Ayrıca “görev türü”, “cinsiyet”, “mesleki kıdem” ve “eğitim durumu” değişkenleri için t- testi kullanılmıştır. Araştırmada ortaya çıkan bulgulardan bazıları şu şekilde verilebilir. Araştırmanın bulgularına göre “görev türü” ve “yaş” değişkenleri açısından anlamlı bir fark bulunmuşken, “cinsiyet”, “öğrenim durumu” ve “mesleki kıdem” değişkenleri açısından ise anlamlı bir fark bulunmamıştır. Ortaokul ve liselerde görev yapan yöneticilerin değerlere dayalı yönetim uygulamalarının, okulun örgütsel iklimini oluşturma, öğretimsel amaçları gerçekleştirme, okulların verimliliği ve etkililiğinde önemli bir rol oynadığı söylenebilir.

CSR in professional European football: an integrative framework

The increasing importance of corporate social responsibility (CSR) in professional football leads to the demand for a sector-specific framework for strategic CSR integration that takes the particularities of football into account. Based on CSR frameworks and a literature review, we analyse 72 academic papers on CSR in football and sports to develop our integrative framework. The framework consists of four dimensions that reflect values-based management: a normative, a strategic, an operative and a superordinate level. We find that a broad variety of drivers push clubs to develop CSR strategies. Despite this heterogeneity in drivers, the six key areas of CSR in football we identified are: (1) communities, (2) human capital, (3) fans and members, (4) the commercial environment, (5) compliance and (6) the ecological environment. Our contribution provides future studies with a framework for investigating CSR in football, and clubs with a concept on how to integrate CSR strategically.

Reconociendo el vínculo entre la significación social y las prácticas en torno al patrimonio cultural

Appreciation of community connections to place is an emerging domain in heritage practice, establishing inclusive, people-centered approaches that are able to 'hold their own' within the dominant paradigm of expert and State-centered practice. It sits within the framework of values-based management. Social value has developed as an important way that concepts such as shared identity can be expressed in relation to heritage places. Globally it offers a much needed perspective, aligned with “people-centered approaches”, and with the potential to co-create understandings of values with those who hold those values. Australia’s experience and leadership have been and are still key, but equally there is now the chance for an enrichment and expansion of the concepts advanced to date as others from different cultural backgrounds start to engage in this discourse. This paper explores how social value emerged in Australian heritage discourse, bringing contemporary community connections into heritage practice, examines its influence internationally by looking at selected documents, and using selected case studies to illustrate methodologies and reveal learnings draws out some key issues.

Values-Based Management of Archaeological Resources at a Landscape Scale

AbstractPublic agencies at all levels of government and other organizations that manage archaeological resources often face the problem of many undertakings that collectively impact large numbers of individually significant archaeological resources. Such situations arise when an agency is managing a large area, such as a national forest, land management district, park unit, wildlife refuge, or military installation. These situations also may arise in regard to large-scale development projects, such as energy developments, highways, reservoirs, transmission lines, and other major infrastructure projects that cover substantial areas. Over time, the accumulation of impacts from small-scale projects to individual archaeological resources may degrade landscape or regional-scale cultural phenomena. Typically, these impacts are mitigated at the site level without regard to how the impacts to individual resources affect the broader population of resources. Actions to mitigate impacts rarely are designed to do more than avoid resources or ensure some level of data recovery at single sites. Such mitigation activities are incapable of addressing research question at a landscape or regional scale.

Heritage Management and Interpretation: Challenges to Heritage Site-Based Values, Reflections from the Heritage Site of Umm Qais, Jordan

The management of archaeological heritage is complex and problematic for site identity and local culture. Inattention to the array of values of heritage sites leads to the supremacy of a number of them and provides a controversy story of the archaeological site in question. Any heritage management and interpretation effort should correctly identify the different values of the site. Indeed, there is a need to manage and interpret the sites in a way to address the connection between the sites-based values and the associated and surrounding features. In current heritage management practice, values and values-based management are considered to be one of the most important approaches for the management of archaeological heritage. This study aims to understand how the values of the archaeological site of Umm Qais in northern Jordan can be adequately managed as both a natural and cultural landscape. At issue are conflicting views over the different values, their meaning and their uses by the different stakeholders. This research focuses on the ways in which these values are managed and interpreted to the public and whether it is done properly and in a fair manner. The fieldwork study led to a more complex understanding of how conflicting perceptions of values of Umm Qais as a national heritage site by the different stakeholders have affected implementation of management and interpretation projects. The results presented here indicate that the heritage management approach from the case study of Umm Qais focuses specifically on values associated with the physical archaeological aspect of the site, while those associated with the historic neighborhood of the site are neglected. The interpretation of the site has frequently focused on certain aspects of values at the expense of others. Information and insights gained from this study and specific suggestions for changing approaches are considered with regard to potential impacts on the management of the archaeological site and with regard to the public in general.

Model of Values-Based Management Process in Schools: A Mixed Design Study

The aim of this paper is to evaluate the school administrators' values-based management behaviours according to the teachers' perceptions and opinions and, accordingly, to build a model of values-based management process in schools. The study was conducted using explanatory design which is inclusive of both quantitative and qualitative methods. The quantitative phase of the study was designed in the relational-screening model. The quantitative data were collected from 305 teachers working in the province of Sivas through Values-Based Management Scale. The qualitative phase of the study, however, was conducted using case study design. The qualitative data were collected from 10 teachers working in the province of Sivas. The quantitative findings of the study suggest that teachers perceive the administrators' values-based management behaviours as highly positive, while qualitative findings show that they attach great importance to the administrators' values-based management behaviour. In this sense, it can be said that the qualitative findings account for and are supportive of the quantitative findings. The 'model of values-based management process in schools' built based on research results are presented in the Conclusion section.

Contribution of the Management System and the Institutional Framework to the Efficiency of Values-Based Management

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 (VBM). 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 %.

Manajemen Berbasis Nilai, Studi Atas Penerapan Manajemen Berbasis Nilai

The study on the practice of value-based management was conducted at Binus University.This study is a single case study that uses qualitative method and snowball sampling technique.Data was collected through observation, interviews, in-depth interviews, and documentation. Researchers then conducted an analysis and interpretation of data related to values-based management practice and it’s impact on sustainable competitive advantage of Binus University.
 This study states us that value-based management plays an important role in management practices contained at Binus University as a public institution. Value-based management is implemented through two complementary stages: (1) value creation as the initial process of values institutionalization ​​in management practices, and (2) value management as an effort to maintain and incorporate those values ​​to a character on a personal level, and culture at the organizational level. The results further show us that value based management have a significant impact to sustainable competitive advantages of Binus University, which can be seen from the achievements of the institution, a high level of public trust, as well as the interest of the company to graduate students of Binus University.

Antecedents and current situation of humanistic management

Humanistic management is generally presented as an alternative perspective to the economic paradigm in management and organisational theories. We find both humanism and economicism in the first stages of modern management, and they still persist at the beginning of the 21st century. This paper reviews the antecedents and current situation of humanistic management. Although economicism is still dominant, it has received severe criticism and several management approaches discussed here can contribute to further development of humanistic management. These include person-organisation fit, peoples’ involvement in organisations, the consideration of business as a human community, comprehensive approaches to decision-making, stakeholder management, values-based management, as well as ethics and corporate responsibility in management, personal competencies and positive organisational scholarship.Â

GENERATION ENTREPRENEUR

The rising entrepreneurial generation: the worldwide phenomenon that will transform every business! The new leaders and wealth creators: what drives them, what they believe. Is loyalty really dead? Harnessing the awesome power of Entrepreneur: values-based management, and more.Generation began in Silicon Valley as a dream for a select few. Now, it is a worldwide phenomenon: a movement of minds and bodies to the new rhythm of global commerce. These men and women who are the new wealth-creators and shapers think differently about business and about life in general. This is a complete primer on tomorrow's generation of leaders -- and what it all means to the corporation, now and for years to come. Generation Entrepreneur answers the questions every business should be asking: Who and where are these new entrepreneurs? What are their values? What drives them? How are they balancing work and life? Is loyalty really dead? Then, it offers practical techniques for harnessing the awesome power of Generation Entrepreneur, by managing through values, and by rearchitecting companies to provide a welcome environment for tomorrow's movers and shakers. For all managers, consultants, trainers, career coaches, human resources professionals, and others interested in the e-business generation.

The politics of managing a World Heritage Site: the complex case of Hadrian’s Wall

Managing sites that cover large areas or have multiple designations within their boundary can be challenging, particularly if several organisations are responsible for managing different aspects of the site. Hadrian’s Wall World Heritage Site (WHS) was designated for its archaeological importance which is of universal significance. The management of Hadrian’s Wall is formalised in the WHS Management Plan (2008–2014), which aims to cover different objectives, with archaeology at the core of management. This article draws on management documents of the WHS, established visitor planning frameworks and qualitative interviews with managers along Hadrian’s Wall to discuss the evolution of a values-based management approach. It is evident that managers have to balance different values, priorities and interests, and make trade-offs when they work in partnership on a multiple-use site so that conflicts can be resolved – and whilst this may look straightforward on paper, in practice, it can be much more difficult for institutions and individuals to compromise their own professional or personal values. Despite its challenges, this article advocates a values-based, or pluralistic, management approach as the most effective means of managing multiple-use sites, resolving management conflicts and working in partnership to agreed outcomes.