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The purpose of this paper is to link economic value to urban green spaces to enhance the value of green urban spaces, along with the added benefit it can offer to the urban environment.

As part of the VALUE project (Valuing Attractive Landscapes in the Urban Economy, made possible by INTERREG IVB North West Europe, European Regional Development Fund, European Territorial Cooperation, 2007‐2013), this development approach was designed to enhance the planning of qualitative urban spaces by linking an economic value to green urban spaces, to enhance value and meaning.

Based on case studies conducted in The Netherlands, the approach proves that by linking an economic value to green urban spaces, space is considered differently, authorities tend to prioritize these spaces and additional spinoffs realize.

The notion of green‐value is subjective and differs between users, experts and between locations.

The paper provides local authorities with a new approach to spatial planning, considering the economic value of green urban spaces.

The paper transforms the way in which green urban spaces are valued and planned; by realizing the intrinsic value of green urban spaces, in terms of social, environmental and economic benefit.

The Value Added Planning approach stresses the need for qualitative planning processes that will enhance future economic value and sustainable development initiatives. The green environment is hard to quantify in terms of economic value, but it is this intrinsic value that can provide future benefit and sustainability in terms of place management and development.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The Green Credit Tool is evaluated as a method to quantify the value of green‐spaces and to determine how these green‐space‐values can be replaced or compensated for within urban spatial planning projects.

Amersfoort Local Municipality created the Green Credit Tool to ensure protection and enhancement of the urban green totality. The tool is described and evaluated based on three core elements: the value matrix, the collection of values and green compensation. Findings were based on case studies in Parkweelde and Randerbroek (Amersfoort, The Netherlands).

Green‐planning is not just about flora and fauna, but also about planning for economic benefits and thus needs to have a quantifiable value. The Green Credit Tool enhances integrated green‐planning by means of the value matrix (identifying values of green), collecting values (participation and stakeholder‐identification) and compensation (protecting green spaces).

Assessment of green values will differ between users, experts and between locations.

The Green Credit Tool introduces a different perspective to green‐spaces that can add value to urban environments and thus creates economic spin‐offs. It stresses the need for environmental issues to play a greater role in future planning processes.

Green‐planning is known to have various psychological benefits. The Green Credit Tool is a communication tool and thus incorporates public opinions, enhances social responsibility and enhances awareness of the broader benefits of green spaces.

The Green Credit Tool creates an integrated approach towards the planning of green‐spaces, enhancing the value of green areas and thus ensuring qualitative urban planning and sustainable economic development.

Part 1 of this article concerned itself with the importance of added value as a concept for use in National planning, and made some suggestions for Government on ways to increase Gross Domestic Product and also on ways of redistributing it. This second, and final, part of the article concentrates on the company level and aims to provide ideas for the use of added value in employee relations.

Amersfoort Local Municipality implemented the workbench spatial quality method (referred to as workbench method) to enhance participation in green‐planning processes.

As part of the Valuing Attractive Landscapes in the Urban Economy project (made possible by INTERREG IVB North West Europe, European Regional Development Fund, European Territorial Cooperation, 2007‐2013), the method was evaluated based on its contribution to three core issues: understanding the value of green spaces; identifying these values; and planning for the enhancement of thereof.

Based on case studies conducted in Amersfoort, The Netherlands, this interactive method invites people to think about the use and experience values of spatial aspects and rate them according to importance and vulnerability. The method focuses on participatory planning and quality identification.

Assessment of the value of green space will differ between users, experts and between locations.

Meaningful participation processes enhance the sustainability and feasibility of urban development projects, as it captures the real use values and enhances green‐planning initiatives.

The workbench method is a communication tool that enhances social perspectives, social responsibility and awareness of values.

The workbench method stresses the need for participatory processes and the added value that these processes can have on urban development and future green‐planning initiatives. It furthermore identifies adequate ways of approaching participation to ensure successful implementation thereof. The workbench method report 2009 as compiled by the University of Applied Sciences Van Hall Larenstein contains all details and data of the study evaluating the workbench method in terms of stakeholder identification and level of involvement of these stakeholders.

Introduction This paper on added value and labour productivity pays particular attention to the advantages and limitations of added value based incentive schemes.

Most current planning models are linear in design and concept. However, in practice contextual demands are not always linear. The planning wheel is a promising, new planning model. The planning wheel bridges the gap between linear and nonlinear processes and addresses these important forces. This model allows for the interaction and interdependence of six major components of the programme planning process. Furthermore, the planning wheel provides a macro and micro systems approach. The model incorporates internal and external forces that influence new economic development by capturing political, social, cultural, technological, and economic forces of the marketplace. The planning wheel offers promises in application in a variety of environments and circumstances. For example, it is especially valuable for workforce training programmes in emerging economies.

Recent years have witnessed a change in the corporate social responsibility (CSR) debate from questioning whether to make substantial commitments to CSR, to questions of how such a commitment should be made. Given that CSR initiatives increasingly are carried out in collaboration with non-governmental organizations (NGOs), business–NGO (Bus–NGO) partnerships are becoming an increasingly important instrument in driving forward the sustainable development agenda. The aim of this chapter is to explore motivations to partner, the value-added of Bus–NGO partnerships as well as what is enabling and impeding the realization of this value.

An analytical model is developed based on contributions from partnership literature (Austin, 2000, 2007; Austin & Seitanidi, 2012a, 2012b; Seitanidi & Ryan, 2007) and the resourced-based view. This has resulted in a process model with the following three phases: (1) formation and motivation; (2) implementation and execution; and (3) outcomes and challenges.

The empirical part of the chapter focuses on three specific partnerships in Kenya. Kenya is one of the most prosperous and politically stable states in Africa, with high growth rates making it an attractive launch pad for businesses to enter partnerships with NGOs.

The partnerships studied were all pilots still flirting with this new form of collaboration modality and struggling themselves to clearly define the value-added. Partnerships are still experimental efforts involving a steep learning curve, and showing signs that they have to evolve further as well as innovate in order to produce the expected benefits. All three partners referred to learning as one of the most important intangibles.

Business and NGOs had both different and overlapping motivations that made them propel into cross-sector alliances. The partnerships have to be configured to satisfy a variety of different motivations, resulting in complex stakeholder management. For the NGOs, it is about designing new development models, due to an instrumental need of resource enhancement and idealistic need to deliver more sustainable and efficient solutions. The analysis shows clear signs of NGOs beginning to realize the importance of classical business skills, such as management, marketing, and technical systems that companies can provide. Looking at the business, the partnership fit right into the wider strategic sustainability “umbrella” of the corporation, notably the employees are central stakeholders. It is argued that a business’s approach to CSR and perception of its own responsibilities need to evolve to higher levels according to Austin’s Collaboration Continuum to produce valuable synergies in a partnership with an NGO (Austin, 2000).

Finally, the analysis shows a Bandwagon effect throughout the sectors, where the reason to form a partnership is because everybody else is doing it, and both NGOs and businesses do not want to miss out on potential benefits.

This paper developed a model to identify empirically the critical strategic variables for value‐based management. Since “value” is abstract in its nature, managers need to know more concrete and clear target measures that derive the value of their business. In this model common financial variables and their variations are used as input variables to synthesize the market value added (MVA). The model used an artificial intelligence technique that is non‐parametric by nature and intended to capture a dynamic relationship between input and output variables. The study results show that this model is able to identify a set of strategic variables that are linked directly to the MVA of companies involved.

This special “Anbar Abstracts” issue of the Journal of Product & Brand Management is split into six sections covering abstracts under the following headings: Marketing strategy; Customer service; Pricing; Promotion; Marketing research, customer behavior; Product management.