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The purposes of this conceptual paper are fivefold: first, to present a resource definition of care in work organizations that allows business and its managers to reconnect human wealth with social progress and economic wealth in order to create a responsible, sustainable, and healthy world; second, to examine the sociological and feminist origins of care; third, to discuss identifiable qualities of care; also, to compare and contrast care with the knowledge resource; and then, to identify future research directions for care.

Theory development and literature review were carried out to present a conceptual definition of care.

A definition of care is proposed: care is a universal construct and is inherent in all human beings; care is the core foundation, the core energy, of all human activity, work, and interaction; care may be seen as a socioeconomic resource that acts similar to the knowledge resource and may be built into organizational strategy, management, and leadership and serves as a measurable and trainable managerial capability; and care comprises identifiable qualities in individual, relational, and managerial decision‐making categories. This definition has important cross‐cultural implications and is valid for any culture, team, and organization.

This paper is conceptual in nature and lays the foundation for further research, which is outlined in the discussion. Follow‐on work should include case studies and other qualitative research methods as well as quantitative research methods to substantiate the definition with evidence.

In this paper, the author proposes that care lies at the core of being human. Care energizes all human work activity and may be employed by leaders, managers, and strategists across all organizations and cultures to maximize human potential, integrate care with the wealth creation process, and create healthy, sustainable organizations. Care is proposed as a driver for economic success and human well‐being that can give rise to the next major transformation in business and thinking. The proposed care definition, and especially, its comparison to the knowledge resource, offers scholars and practitioners a new orientation to apply to the value creation process in organizations. Care can be seen as an essential aspect of management practice, organizational strategy, and socioeconomic transformation.

This paper offers a unique and profound definition of care. Care has never been studied or examined in terms of energy or socioeconomic resource before. It leverages the definition of care associated with ethics of care research and provides a broader and deeper means to energize and transform work environments, management practice, and organizational strategy.

In this time of disequilibrium, old approaches are not capable of meeting our growing challenges. In addition to worrying about customers, employees, products, and services, managers and business owners have to consider matters such as globalization, the environment, instant communications, and technologies once only imagined in science fiction. Not surprisingly, there is a growing perception that we need new ways of thinking about business, economics, and society. The aim of this paper is to address this urgent matter.

This paper addresses this urgent matter through the lens of an underlying theme of this issue: “care is worthy of investment, policy, and practice because it delivers both measurable results and a more humane world”.

Offering a perspective that goes beyond the capitalism vs socialism debate, it shows that the failure to recognize the economic value of the work of caring and caregiving has been a major obstacle to more equitable and sustainable ways of living and making a living.

It proposes measures of economic health that take into account the value of care, as well as the large, still generally ignored, contributions of women, who do most of the care work in both market and nonmarket economic sectors.

It places economic valuations in their social context from the perspective of two new social categories: the partnership system and the domination system, revealing the imbalanced gendered values inherent in the latter.

It shows the financial value of caring and proposes economic inventions – economic measurements, policies, and practices – that support caring for people, starting in early childhood, as well as caring for our natural environment.

The purpose of the present analysis is to show that HR systems are not always designed in ways that consider the well‐being of employees. In particular, performance metric methods seem to be designed with organizational goals in mind while focusing less on what employees need and desire.

A literature review and multiple case‐study method was utilized.

The analysis showed that performance metrics should be revaluated by executives and HR professionals if they seek to develop socially responsible organizational cultures which care about the well‐being of employees.

The paper exposes the fact that performance appraisal techniques can be rooted in methodologies that ignore or deemphasize the value of employee well‐being. The analysis provides a context in which all HR practices can be questioned in relation to meeting the standards of a social justice agenda in the area of corporate social responsibility.

The purpose of the article is to present MARC, a model for assessing – and improving – the health of organisations from a humanistic point of view.

The model has been developed in an organisational development clinical research tradition. The validity of the model rests on logical reasoning grounded in organisational and salutogenic research, and on it appearing useful to clients and members in organisations where it has been employed.

When using the MARC model to structure analyses and facilitate discussions in organisations that have sought aid, the model has helped reveal major sources of imbalance between its four aspects: meaning, authority, rationality and care. A major survey revealed no statistically significant differences between men and women. This indicates that the MARC concepts are general rather than gender‐specific. The results also contradicted the often stated notion that men emphasise “hard” aspects (A and R) while women emphasise “soft” ones (M and C).

The paper demonstrates that support for the importance of each of the four aspects – meaning, authority, rationality and care – as perspectives in analysing and understanding organisations can be found in the organisational research literature. The authors' contribution is to argue the case that they represent four important human needs that need to be attended to in balance in an organisation if cooperation between the individuals in the organisation is to be sustainable from a human‐centred perspective. MARC is designed to help visualise and focus this balance.

To date, sustainability in technology firms has focused on improving outputs while maintaining the same inputs. The purpose of this paper is to propose a six‐stage model for enhancing inputs as well as outputs, named sustainable human capital. The paper extends traditional views of individuals as human capital, measured as formal education and direct experience to incorporate more holistic and humanistic views of informal education and indirectly related experience. This allows technology firms, whose lifeblood is innovation, to increase employee satisfaction and performance, quality and quantity of technology firm innovation, and societal well‐being in the form of sustainable products and services.

This paper extends concepts in innovation management to build a holistic model of employees as sustainable human capital. By bridging theory and practice, this paper provides a framework for knowledge‐building partnerships and, thus, relational wealth, or the value created by and for a firm through its internal relations among and with employees.

A model of sustainable human capital starts with pre‐hiring processes (raw materials), on‐boarding (design stage), training and development (production stage), developing external partnerships and integrating individual employees with the ecosystem (distribution stage), building internal relationships through mentoring (use and maintenance stage), and employee's exit through succession planning (recovery stage).

Technology managers have been utilizing a lifecycle approach for product innovation, yet have de‐coupled the product from the people, the fundamental source of innovation. Thus, re‐incorporating the human aspect to the lifecycle approach offers practices for holistic engagement of employees in innovation. Just as management literature pushed economists to shift their views of employees from homogeneous units of human capital to heterogeneous individuals, sustainability literature must evolve in its approach to start thinking of employees as discrete individuals with differentiated skills that change over time.

The aim of this paper is to develop the idea of recognition in organizations, arguing that recognition is a fundamental building block of workplace dignity, and a key element of cultural respect in the workplace.

As a conceptual paper, the current work approaches discussions of human resource management through the lens of recognition theory, applying ideas of recognition and reification to workplace issues.

Workplace reification can be observed in diverse areas of human resource management, reflecting a “human capital” view of employees. The paper traces this view in terms of measurement and incentives, as well as individual and group diversity within the workplace.

The paper contributes to the literature on care in human resources by briding ideas from management and critical social theory, contributing to the former by couching workplace dignity in terms of social theoretic foundations of recognition, and contributing to the latter by showing how the workplace can form an important site for recognition.

Cross Cultural and Strategic Management (CCSM) began publication in 1994 and completed its 27th year in 2020. The purpose of this study is to provide a bibliometric analysis of CCSM during the period between 1994 and 2020.

The study uses a variety of bibliometric tools including performance analysis, authorship analysis, bibliographic coupling, keyword co-occurrence and regression analysis to present the retrospect of CCSM.

CCSM's publication and citations continue to enjoy consistent growth throughout the years. While most contributions originate in the United States, the diversity of both research and the researchers themselves continues to grow. Over the period, the emphasis has been on quantitative research design. Archival data have been the most preferred data source, and content analysis the most used data analysis method, although its use has somewhat declined over the years. Major recurring themes in the journal include cultural barriers, concept of culture, national culture, culture and organizational practices, and expatriate employees. Important drivers of citations are also identified.

The study’s contributions are twofold. First, the authors’ comprehensive bibliometric analysis of published research in CCSM helps uncover its underlying intellectual structure and the evolution of its research themes over time. Awareness of these patterns and major themes should help future CCSM scholars to better situate their studies within the extant body of knowledge. Second, the authors’ analysis should also aid in shaping future editorial strategies for CCSM as it continues to compete with other similar journals in the fields of international business, international management and strategy.

CCSM earned its reputation for quality, and as a result is currently one of the leading journals in its field. Therefore, by closely examining its underlying knowledge structure, the authors provide a more complete understanding of the intellectual progress made to date in CCSM, while also shedding light on its future.