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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.

While travelling, tourists like to use mobile technology to share their travel experiences. This study aims to understand how the social value gained by tourists from sharing a travel experience with mobile technology affects their satisfaction with the travel experience through onsite mobile sharing behaviour.

A second-order hierarchical model is constructed to examine the moderated mediating role of onsite mobile sharing behaviour in improving tourists’ travel satisfaction. Through systematic sampling, 304 responses were collected at ten attraction points in Guangzhou and Shenzhen, China.

The results show that, compared with self-centred values (self-presentation and self-identification), other-centred values (building social connection and reciprocity) contribute more to forming social values of sharing. In addition, onsite mobile sharing behaviour partially mediates and moderates the effect of social values on travel satisfaction.

This study applies the social capital theory to identify the value gained by sharing travel experiences and empirically evaluates the impact of these values on the overall value of sharing travel experiences. This study also contributes to tourism research by examining the moderated mediating role of onsite mobile sharing behaviour in improving travel satisfaction. This study helps destination marketing to make strategies to motivate tourists to use mobile technology to share their travel experiences while travelling.

This research serves to determine causal configurations of corporate social responsibility (CSR) conditions that best influences grassroots football club stakeholders to meet a sponsor's goals through promotional activity.

The research uses a case study of the Essex Alliance League, a local amateur football league in England. Firstly, semi-structured interviews were held with multiple stakeholders to understand the ecosystem of grassroots football. From here, further semi-structured interviews were held with club sponsors to identify the conditions of CSR. This allowed the research to then issue a survey from which results were analysed and discussed using fuzzy set Qualitative Comparative Analysis (fsQCA).

The ecosystem of grassroots football is formed by a myriad of stakeholders operating at a national level, all the way to more local governance structures within which the business-club relationship exists. Sponsors identified three main conditions of CSR: shared values, self-congruity, and happiness. However, following fsQCA, two pathways were found: (1) presence of shared values, and (2) presence of happiness with the absence of self-congruity.

For practitioners, adaptations can be made for clubs to attract and maintain sponsorship as businesses seek to use grassroots sport as a channel for their own CSR objectives. To attract long term sponsorship, club managers are recommended to maintain long-term relationships with business owners especially in relation to personal values, fit, and happiness. As such, the responsibility of the club to ensure its stakeholders engage in promotional activity on behalf of their sponsor will help in maximising the financial value over multiple seasons.

Where fertile ground for academic analysis in grassroots football is present, this research investigates CSR activity at this level of football, where most research is more concerned with professional levels of the game. Furthermore, this research reaches into the sport ecosystem through an understanding of co-created values between organisations in this exchange of shared values to meet common objectives.

The aim of this paper is to explore the stakeholder exclusion practices of responsible leaders.

An interpretive multiple case analyses of seven responsibly led organisations was employed. Twenty-two qualitative interviews were undertaken to investigate and understand perceptions and practice of responsible leaders and their approach to stakeholder inclusion and exclusion.

The findings revealed new and surprising insights where responsible leaders compromised their espoused values of inclusivity through the application of a personal bias, resulting in the exclusion of certain stakeholders. This exclusivity practice focused on the informal evaluation of potential stakeholders’ values, and where they did not align with those of the responsible leader, these stakeholders were excluded from participation with the organisation. This resulted in the creation and continuity of a culture of shared moral purpose across the organisation.

This study focussed on responsible leader-led organisations, so the next stage of the research will include mainstream organisations (i.e. without explicit responsible leadership) to examine how personal values bias affects stakeholder selection in a wider setting.

The findings suggest that reflexive practice and critically appraising management methods in normative leadership approaches may lead to improvements in diversity management.

This paper presents original empirical data challenging current perceptions of responsible leader inclusivity practices and indicates areas of leadership development that may need to be addressed.

This study aims to investigate the predictive role of team personality composition in facilitating shared leadership through team member exchange (TMX), while also to examine the moderating effect of organizational culture.

The authors conducted a two-stage online survey and selected the customer service teams, claims teams and financial teams of 26 Chinese insurance companies as the research samples. The authors finally obtained validated questionnaires from 107 teams with 457 members. The hypothesized relationships were tested using SPSS 25.0 and Mplus.

The results indicate that both team relationship-oriented and task-oriented personality composition have significant positive effects on shared leadership with team-member exchange serving as a full mediator for both paths. As a boundary condition, organizational culture (i.e. including internal integration values and external adaptation values) has a moderating effect on the influence of TMX on shared leadership.

The study investigates the predictive role of team personality composition on shared leadership, which complements the empirical studies of shared leadership antecedents in the literature. Drawing on social exchange perspective, the authors find out that TMX serves as a mediator between team personality composition and shared leadership. The authors also identify the moderating effect of organizational culture on the emergence of shared leadership. The research emphasizes the contextual boundary condition in this process.

The main goal of viral marketing is to affect brands positively. But most studies concern the causes of an ad going viral, not its impact on brands. In this sense, this study aims to demonstrate and compare video ads' value drivers on brands and sharing, determining which antecedents maximize results on each, enabling the best ad performance for advertisers.

A survey was conducted with 368 respondents who watched viral video ads from five global companies on YouTube. The proposed model was tested using structural equation modeling in SmartPLS4.

The results of this study demonstrated that product category involvement is essential for viral advertising. Furthermore, the entertainment value is the most relevant antecedent of sharing, but it does not affect brand equity; it is the social value responsible for brand equity.

Marketing managers should create ads that simultaneously generate entertainment and social values, maximizing sharing and branding effects. However, if only one of the two effects (brand/share) is achieved, then the advertiser will fail to obtain maximum performance.

The mainstream of viral marketing research is focused on antecedents of sharing. However, sharing is not enough to provide brand effects and return on investment of advertisement. This study reveals that different consumers’ values drive sharing and brand equity, suggesting that firms should consider a dual value generation strategy regarding the performance of viral video ads. On the other hand, this research conciliates the extant literature about the phenomena with the importance of product category involvement.

El objetivo principal del marketing viral es influir positivamente en las marcas. Pero la mayoría de las investigaciones se refieren a las causas de que un anuncio se vuelva viral, no a su impacto en las marcas. En este sentido, esta investigación tiene como objetivo demostrar y comparar los impulsores de valor de los anuncios de video en las marcas y su viralización, determinando qué antecedentes maximizan los resultados en cada uno, permitiendo el mejor rendimiento publicitario para los anunciantes.

Se realizó una encuesta con 368 participantes que vieron anuncios de video virales de cinco empresas globales en YouTube. El modelo estructural se analizó mediante ecuaciones estructurales basada en mínimos cuadrados utilizando SmartPLS4.

Los resultados demostraron que la participación en la categoría de productos es esencial para la publicidad viral. Además, el valor de entretenimiento es el antecedente más relevante de compartir, pero no afecta el valor de la marca; es el valor social responsable del valor de la marca.

Los gerentes de marketing deben crear anuncios que generen simultáneamente entretenimiento y valores sociales, maximizando los efectos de uso compartido y de marca. Sin embargo, si solo se consigue uno de los dos efectos (marca/participación), el anunciante no conseguirá obtener el máximo rendimiento.

La corriente principal de la investigación de marketing viral se centra en los antecedentes de compartir. Sin embargo, compartir no es suficiente para proporcionar efectos de marca y ROI de publicidad. Este estudio revela que los diferentes valores de los consumidores impulsan el intercambio y el valor de la marca, lo que sugiere que las empresas deberían considerar una estrategia de generación de valor dual con respecto al rendimiento de los anuncios de video virales. Por otro lado, esta investigación concilia la literatura existente sobre los fenómenos con la importancia de la participación de la categoría de productos.

病毒式营销的主要目标是对品牌产生积极的影响。但大多数研究关注的是广告走红的原因, 而不是它对品牌的影响。在这个意义上, 本研究旨在证明和比较视频广告对品牌和分享的价值驱动因素, 确定哪些前因能使每一个因素的结果最大化, 为广告商带来最佳的广告效果。

对368名受访者进行了调查, 他们在YouTube上观看了五家全球公司的病毒视频广告。在SmartPLS4中使用结构方程模型 对提议的模型进行了测试。

结果表明, 产品类别的参与对于病毒式广告来说是至关重要的。此外, 娱乐价值是分享的最相关前因, 但它并不影响品牌资产; 对品牌资产负责的是社会价值。

营销经理应该创造同时产生娱乐和社会价值的广告, 使分享和品牌效应最大化。然而, 如果只实现两种效果（品牌/分享）中的一种, 广告商将无法获得最大的绩效。

病毒式营销研究的主流是关注分享的前因后果。然而, 分享并不足以提供品牌效应和广告的投资回报率。本研究揭示了不同消费者的价值观对分享和品牌资产的推动作用, 表明企业应该考虑关于病毒视频广告表现的双重价值产生策略。另一方面, 本研究将现有的文献与产品类别参与的重要性结合在一起。

This paper aims to explore how leaders can develop value-based leadership for sustainable quality development in Lean manufacturing.

A qualitative meta-analysis was conducted using data from a three-year study of Lean manufacturing in Sweden using the Shingo business excellence model as an analytical framework.

This study demonstrates that leaders can develop value-based leadership to support Lean manufacturing by defining and articulating the organization’s values and accompanying behaviors that are needed to support the strategic direction; creating forums and time for leaders to identify the why behind decisions and reflect on their experiences to be able to lead a transformative process; and using storytelling to create a coaching culture to connect values and behaviors, to the processes and systems of work.

This paper contributes insights for developing value-based leadership to support a systemic approach to sustainable quality development in lean manufacturing. Findings are based on a limited case sample size of three manufacturing companies in Sweden.

The findings were derived using a unique methodological approach combining storytelling, appreciative inquiry and coaching with traditional data collection methods including surveys and interviews to identify, define and shape value-based leadership in Lean manufacturing.

This study aims to investigate the favourable conditions that influence transgenerational value transmission (TVT), value acceptance and value similarity between generations in indigenous African business-owning families.

This study adopts a multiple case study design and draws on semi-structured face-to-face interviews to collect data from participants in seven indigenous Black business-owning families located in South Africa. The software ATLAS.ti was utilised to manage the data and reflexive thematic analysis was undertaken.

The analysis reveal four themes describing how transmission factors facilitate favourable conditions for successful TVT in IBSA business-owning families, namely, authoritarian parenting, a loving and connected family relational climate, the continuous reinforcement of autonomy during childhood development and family authenticity in the face of societies dominant values climate. Furthermore, value similarity is perceived to exist among the different family generations in the business-owning families.

This study is among the first to adopt the value acquisition model to empirically examine successful TVT and examine the extent of value similarity or dissimilarity, using the business-owning family as the unit of analysis. Novel contributions to family business literature and practices are proposing a model for TVT in an African context and studying relationships from a business-owning family perspective. The model for TVT could be used to socialise the NextGen members into value sets and behaviours that help business-owning families preserve their entrepreneurial legacy and family business longevity.

In this final chapter, we explore the ever-evolving 21st century landscape where ethics drive community development toward resilience and progress. Drawing inspiration from the subheadings mapping our journey, we traverse international case studies spanning Canada, Brazil, Sweden, Kenya, China, Australia, Antarctica, and India. Through these global insights, we uncover the impacts of dynamic forces on communities worldwide, navigating ethical dilemmas and opportunities. We present strategies tailored to diverse continent-specific needs, explore inclusive governance models, and highlight the transformative power of ethical engagement. This journey underscores the vital role of resilience and concludes with a global call to embrace ethical approaches for inclusive community development and a sustainable future.