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Firms aiming to enhance firm performance require specific investment and qualification of capability. However, the relationship between these factors and firm performance is influenced by boundary conditions. This study focuses on the role of shared values as a governance mechanism in moderating the relationship between specific investment, qualification of capability, and firm performance.

Drawing on transaction cost analysis, the authors develop a theoretical model to explore how shared values moderate the relationship between specific investment, qualification of capability, and firm performance. The authors collected data from 156 firms in Cote d’Ivoire, resulting in a sample of 216 observations. The authors employed hierarchical regression analysis and the “pick-a-point approach” to examine how specific investment and qualification of capability impact firm performance at different levels of shared values.

The results indicate that specific investment and qualification of capability have a partially positive impact on firm performance. Interestingly, shared values are an important moderating variable, acting as a boundary condition that affects the relationship between specific investment, qualification of capability, and firm performance. Specifically, specific investment leads to excellent firm performance only when shared values are not sufficiently high, whereas qualification of capability leads to superior firm performance only when shared values are sufficiently high.

This study has three research implications. First, this study enriches TCA literature by identifying shared values as a boundary condition and examining the moderating role of shared values. Second, the study findings discover new insights into how specific investment and qualification of capability enhance or inhabit organizational performance at different levels of shared values. Third, this study extends the existing research and reveals the specific conditions for positive or negative relationships between specific investment and organizational performance and qualification of capability and organizational performance.

First, compared to specific investment, qualification of capability has greater effect on organizational performance. Second, when considering whether to increase specific investment or/and improve qualification of capability, executives are encouraged to first evaluate their firm's level of shared values and then make appropriate strategic decision accordingly. Third, six tactics are recommended for enhancing shared values.

This study enriches the literature on transaction cost analysis and contributes to understanding the moderating role of shared values. The findings shed light on the specific investment, qualification of capability, and firm performance relationships. Additionally, this research highlights the importance of considering shared values as a boundary condition in examining these relationships.

This study aims to explore how shared values improve eudaimonic workplace well-being, the fulfillment that comes from personal development and the utilization of personal capabilities. The authors investigate the serial mediating role that perceived overall justice and emotional exhaustion play in how shared values relate to well-being.

Using data collected from three hundred nurses in Turkish healthcare institutions during the COVID-19 pandemic (Male = 113, Female = 187). The age of participants ranged from 19 to 58 and the average age was 34. The snowball sampling method was used to form the sample and self-administered surveys that could be completed online were delivered to the sampled nurses.

The authors analysis using partial least square structural equation modeling (PLS-SEM) supported the expected relationship between shared values and eudaimonic workplace well-being as well as the mediating role of perceived overall justice and emotional exhaustion. The authors also show a serial mediation where shared values are related to justice perceptions which in turn negatively relate to emotional exhaustion which subsequently relates to higher levels of eudaimonic workplace well-being.

The results of this study suggest that when the shared values between the healthcare institution and the employees are aligned, the eudaimonic well-being of employees is higher. The findings provide implications for the mental health of frontline employees in health organizations to have higher levels of eudaimonic well-being which is especially important in times of intense pressure such as the period during the COVID-19 pandemic.

The purpose of this paper is to explore the possibilities of prioritizing tasks, actual sharing of libraries, collaboration policies and the directions via quantifying the relative importance of services for each value based on users’ perceptions observed from in-depth analysis of the investigation results. Through this, the study expects that libraries will provide high – level the sharing economy services, reflecting users’ needs.

This study surveyed public library users across the country have through the survey method and Analytic Hierarchy Process (AHP) method to examine the perceptions of users on the roles of libraries in the sharing economy’s environment to deduce the directions and priorities to activate the roles and functions of libraries in the era of the sharing economy.

The research results are as follow: first, public library users’ awareness of the concept of the sharing economy was low, but they observed a relation between the two concepts after understanding the concept of the sharing economy. Second, The users’ personal characteristics were observed to mostly affect knowledge information service, experience talent sharing, material sharing and space sharing. Lastly, the study sought to identify the relative importance (preference) of various library services which pursue the value of the sharing economy through AHP analysis method. The values of the sharing economy were preferred in the order of social>economic>technical>relational values which can be enumerated to convenience>knowledge>space>education>contents>new technology>experienced talent>object>network.

This study has a great significance in that it analyzed actual library users’ perceptions on the concept of the sharing economy and the functions and roles of libraries in the era of the sharing economy from a multifaceted angle. In addition, this study carries an important meaning as it provided an opportunity to vitalize libraries and explored the measures to actualize the roles of libraries in tandem with the environment of the sharing economy by recognizing the values of libraries based on the new concepts and values of the sharing economy and presenting the functions and roles of the libraries from the aspects of the sharing economy.

The purpose of this study is to analyze how supply chain leadership and supply chain followership affect a company's value. Specifically, this will take place through an analysis of transformational leadership and followership behaviors on shared value creation, in order to achieve higher performance and greater alignment of common values.

The study uses a structured questionnaire to gather data from a cross-sectional sample of 456 supply chain partners of the largest Portuguese energy supplier. Structural equation modeling is used to test the proposed hypotheses, and a multigroup analysis is conducted to find out how supplier dependence can impact the suggested relationships.

Findings suggest that supply chain leadership positively impacts supply chain followership, shared value, and common values. Additionally, it was possible to observe that the influence of supply chain leadership and supply chain followership on performance occurs in an indirect way through the mediation of shared value and common values.

The research considers only one company's suppliers. The relationships between variables need to be explored in other practical case studies and longitudinal investigations.

The study provides a better understanding of the impacts and chain of effects between supply chain leadership and supply chain followership on performance, while considering the role of dependence as a moderating variable. The overall results may support the importance of truly sustainable business leadership capable of promoting shared value creation along the entire supply chain.

The purpose of this paper is to examine the extent to which shared values influences organizational effectiveness and the extent to which shared values influences profitability, productivity, and market share.

The correlational study adopted a cross-sectional survey design. Research questionnaires were administered; interviews were held with managers in the organizations studied. A total of 388 managers were randomly drawn from a population of 13,339 managers of all the 24 banks in Nigeria. The independent variable, “shared values” was measured by coordination and integration, agreement, and core values. The dependent variable, organizational effectiveness was measured by profitability, productivity, and market share. The measures used a five-point Likert scale ranging from 1-strongly disagree to 5-strongly agree. Spearman's rank correlation statistical tool was used to test the hypotheses.

The result (ρ=0.555, p<0.05) (see Table II) shows a significant positive relationship between shared values and profitability. The result (ρ=0.504, p<0.05) (see Table III) shows a significant positive relationship between employee involvement and productivity. The result (ρ=0.359, p<0.05) (see Table IV) shows a positive relationship between employee involvement and market share. There is a significant positive relationship between shared values and organizational effectiveness.

The results cannot be generalized because the study was carried out only in the banking industry. Not all the questionnaires given out were retrieved. Some respondents were reluctant to give out information about their organizations because of fear that such information will get to their competitors. Relevant literature on the topic of African origin were scarce, thus most of the literature reviewed was from Europe and America.

The results imply that increase in the level of shared values in organizations will enhance profitability, productivity, and market share. This means that “shared values” is associated with organizational effectiveness.

The study provides increased understanding, prediction, and appreciation of human behaviour. It enables us analyse the relationship that exist between shared values and organizational effectiveness. The study significantly enhances the body of knowledge in this area of management as it provides reliable empirical results that can be used by scholars and practitioners. It will also help to alert managers on the implications of cultivating a culture of sharing values in the organization that can serve as a competitive advantage. The study will be a challenge to further research because of its findings.

Purpose – To develop a new model of restorative reparation that attempts to capture the dynamic role of shared identity perceptions.

Design/methodology/approach – Drawing on recent advances in restorative justice theory (Wenzel, Okimoto, Feather, & Platow, 2008), we explore the theoretical proposition that a greater understanding of the identity relations between victims, offenders, and the groups in which they are embedded is key to understanding a victim's underlying motives toward justice, and thus, predicting when victims will react favorably to restorative justice processes and prefer them over traditional retributive justice interventions.

Findings – We argue that a perceived shared identity between the victim and the offender determines the extent to which the victim understands the transgression as requiring a revalidation of the rules, values, or morals undermined by the offense. Moreover, we propose that these identity relations are dynamic in that they both affect and are affected by the experience of injustice. Thus, identity is also shaped by the transgression itself through, inter alia, processes associated with positive social identity maintenance. Importantly, these shifts in identity determine how injustice victims are likely to respond to constructive approaches to conflict resolution such as restorative justice.

Originality/value – We offer a series of testable hypotheses aimed at engendering future research in the domain of constructive justice restoration in groups. Moreover, this work suggests that to develop effective resolution strategies, we must consider how an injustice event shapes the relations between the affected parties over time rather than simply assuming identity relations are static.

Prior research has drawn from entrepreneurial practice to conceptualize a variety of discreet narrative types. Research has also demonstrated that narratives are a practical and useful tool for entrepreneurs in many stages of the entrepreneurial process. This paper proposes a new narrative, shared narrative, and a conceptual model for how entrepreneurs might build such a narrative that is strategic in nature.

First, the authors review the types of narrative and introduce shared narrative as an account that narrativizes both the entrepreneur and relevant stakeholders. Then, integrating theoretical concepts from constitutive rhetoric and value co-creation, the authors introduce a conceptual framework as a three-stage process guide for entrepreneurs to build shared narratives for strategic stakeholder engagement. Leveraging the power of shared roles and salient values as the key to pre-story building process, the intended audience of the story (i.e. consumer, investor) is present from the inception of the story and integral to its success.

The authors assert that entrepreneurs need to adopt a shared narrative approach for strategic purposes. Further, the development of a shared narrative begins at the pre-story process of co-creation, focused on identifying the roles and values entrepreneurs share with their various stakeholders. Incorporating these shared roles and salient values into the entrepreneurial narrative will result in a narrative that is compelling, authentic and adaptable to different stages of the entrepreneurial process and for multiple stakeholder audiences. Post-story, this authentic narrative will result in higher levels of engagement from both the audience and the entrepreneur in the form of reciprocal action.

This paper proposes a new narrative and provides a structured process to support entrepreneurs in building shared narratives for strategic engagement with a wide range of stakeholders.

As part of the globalizing work environment, new forms of organizations have emerged, ranging from international to multinational and transnational organizations. These forms of organizations require high levels of cross-national interdependence, and often the formation of multicultural teams (MCTs), nested within multinational organizations. Employees who operate in the global multinational context should share common meanings, values, and codes of behaviors in order to effectively communicate with each other and coordinate their activities. What helps global multicultural team members create the social glue that connects them to each other, above and beyond the national cultures to which they belong? We propose that a more macro-level meaning system of a global work culture, which is the shared understanding of the visible rules, regulations, and behaviors, and the deeper values and ethics of the global work context, that is formed outside of the level of national cultures, binds members of MCTs. At the individual level, the representation of these global work values in the self leads to the emergence of a global identity, which is an individual's sense of belonging to and identification with groups (such as MCTs), operating in the global work environment of multinational organizations. The chapter focuses on the potential influence of a global work culture, and of a global identity on the effectiveness of MCTs.