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The youth (especially students) with their values have major influence on further value system of society in general in the future. Exploring the values and value systems focused on youth, students in the field of economic science are in the interest of this study. Pedagogical interest for the research of values among youth can be double‐natured: the authors want to find out how much students manage to adapt to validity system of a certain society, or they want to find out what values in which youth can bring to future generation as a special group of people. The aim of this research is to find out whether there are differences in the hierarchical values and the value system between the Economics university students from EFST (Croatia) and GUF (Germany) or not.

In order to find out if there are values in general and also a value system of the youth, the research was conducted using questionnaires at Universities in Split and Frankfurt. The questionnaire was constructed based on psychometric Likert‐analytical methods. The collected statistical data are entered and stored in the file of the statistical package SPSS.

The value system of the youth is an important indicator for a specific trend of the society, because young people represent the future backbone of the society. The current situation in society affects the formation of confounding value attitudes to a greater or lesser impact on the actual behavior of young people. Based on obtained results it can be concluded that the Economics students of the University of Split and Frankfurt have a statistically significant difference in the assignment of significance values and the value system as a whole.

This study primarily examines the value systems of students who live in very different social environment. Social environment has affected their value system.

The increasing level of competition has had a major influence on the value system which defines the characteristics of an organization and its relation to internal and external environments. The value system is central to the reward structure and therefore determines the organization′s goals which in turn form the basis of strategy formulation. While the increasing level of competition has satisfied a growing level of expectations there has also been a number of negative repercussions which have arisen due to the conflicting nature of value systems on which organizations operate. The solution to this disequilibrium lies in the question of whether endless progress is desirable or a more balanced approach between progress and conservation is necessary. Describes the value system on which organizations operate, then examines the way in which an appropriate balance may be achieved between progress and conservation, together with its implications on strategy formulation.

Senior managers seek to align managerial endeavors with the organization’s objectives. Traditionally, alignment has focused on monitoring and rewarding the achievement of assigned targets. However, there is evidence to suggest that organizations may also seek to align managerial “values” with those of the organization. These attempts to influence managerial mindsets through management control systems raise non-trivial questions regarding the systems involved, the reasons behind them, and the possible consequences of such attempts. These questions form the basis of this research, and this chapter reports on two case studies of Mexican organizations that claim to have a values-based philosophy. This study contributes to the management literature by presenting empirical evidence related to certain philosophical ideas on the development of human potential and senior managers’ attempts to influence their employees’ will. In detailing the implementation process of two specific value systems, this chapter fills a gap identified in the management control literature.

Understanding how firms manage multiple stakeholders is an academic and business call. This paper aims to describe a firm’s processes to implement a stakeholder value creation system, defined as the firm’s processes to create appropriate value with multiple stakeholders.

The authors based their investigation on a conceptual framework extracted from a previous literature review. From there, the authors conducted qualitative empirical research designed as a multiple-case study. In-depth interviews with 47 people from 11 different firms are the key source of this study.

This paper proposes a framework demonstrating how a firm can implement a stakeholder value creation system. Results pointed to three processes: value creation, distribution and capture. Value distribution mechanisms are drivers for both value creation and capture processes. The system is a set of multiple flow relationships between the firm and its stakeholders.

This research is limited to the Brazilian context.

The stakeholder value creation system is composed of seven elements: walk-the-talk organizational behavior, stakeholder business model, societal non-attended need, stakeholder preference matrix, stakeholder bargaining power, retention of rents and governance mechanism. Managers may design their firm’s unique processes using these elements as drivers.

The present investigation demonstrates that societal issues matter for firms to formulate strategies that positively impact their economic, social and environmental results.

The authors investigated competitive strategy concepts of value creation and appropriation from a combination of resource-based and stakeholder theories and a system perspective. The framework of this study consolidated both theories’ ideas from a complementary perspective. The authors suggest managers and academics should adopt the power of the “AND” position instead of the “OR” trade-off position.

Missing in most of the research on selling has been an examination of the process from the point of view of the customer. When satisfaction in selling has been considered, researchers have focused on the satisfaction of the salesperson with his job and/or the impact of this job satisfaction on performance (e.g. Bluen, Barling & Burns, 1990; Churchill, Ford & Walker, 1979; Pruden & Peterson, 1971). To concentrate on salesperson performance while neglecting customers is to ignore the most important half of the relationship between buyers and sellers and entirely disregards the marketing concept and the streams of research in customer satisfaction. This research takes a different approach and examines customers’ satisfaction with salespeople.

The purpose of this paper is to investigate the role played by value systems as mechanisms for organizational change. Three issues are examined: purpose; implementation; and effects, intended and unintended, that may arise from using values systems as a management control mechanism to effect organizational change.

The research is based on evidenced garnered from an in‐depth, longitudinal study of a major UK based organization which operates in the “global communications industry”. Data are collected from a range of sources, but particularly interviews and a questionnaire survey involving a broad cross‐section of the company's managers.

Findings suggest that, in terms of purpose, top management may use value systems as a management control mechanism to effect organizational change by espousing a new set of normative values which should inform managers' decisions and actions, particularly in trade‐off situations. Communication and implementation of value systems may involve a multitude of formal and informal information‐based mechanisms and procedures, including mission statements, newsletters, email, “strategy days”, “roadshows” and similar social events. Implementation may rely on change agents creating a drive for change. However, the results of a questionnaire survey suggest that value systems may be only partly successful in securing their intended purpose of mobilising attitudes around a particular set of normative values. Various unintended effects may arise which, in the present case, include increasing project redundancy, decreasing project scrutiny, a re‐distribution of social esteem within the firm, polarisation of attitudes towards budgetary control, and a general reduction in the exercise of hierarchical management control. Overall, it argued that the use of value systems as a mechanism of organizational change may be as problematic to the firm as it is beneficial.

The results of the present study may help firms devise more appropriate value systems for “maintaining or altering patterns of organizational behaviour”.

The present study contributes further insight is through evidence which suggests value systems may be used to communicate a set of quite specific values; and adds to a knowledge of the range of procedures which may be involved in using value systems to effect organizational change.

Recent discussion about relationship marketing as a new marketing concept is strongly connected with a novel perspective on exchange processes as the core of marketing. Suggestions for changes in terminology – from transactions to relationships – and the enriched understanding provide the basis for developing marketing strategies. Analyses the understanding of transactions and relationships in the context of the conceptual exchange framework developed by Bagozzi in 1975. The reflection helps to locate the distinctive foci of actual relationship marketing proponents. Further illustrates the, until now, neglected research direction of marketing relationships in complex systems or networks. As a first step to closing this gap, and to develop further the scope of relationship marketing, outlines the role of marketing in the creation and design of “value systems”.

This paper provides the strategic direction and coordination mechanism selection for the intelligent transformation of manufacturing enterprises.

A theoretical framework is developed through grounded theory and case analysis.

Collaboration value is the building block of the intelligent product ecosystem. The ecosystem is upgraded via a path of product coordination, platform coordination and network coordination.

This paper provides a framework for enterprises to build an intelligent product ecosystem.

The proposed intelligent product ecosystem framework is new to the literature and lays down a fruitful avenue for future research.

Value chain analyses that help businesses build competitive advantage must include considerations of unpredictable shocks and stressors that can create costly business disruptions. Enriching value chain analysis with considerations of system resilience, meaning the ability to recover and adapt after adverse events, can reduce the imposed costs of such disruptions.

The paper provides a perspective on resilience as both an expansion and complement of risk analysis. It examines applications of both concepts within current value chain literature and within supply chain literature that may inform potential directions or pitfalls for future value chain investigations. Established frameworks from the broader field of resilience research are proposed for value chain resilience analysis and practice.

The synthesis reveals a need to expand value chain resilience analysis to incorporate phases of system disruption. Current explorations in the literature lack an explicit acknowledgement and understanding of system-level effects related to interconnectedness. The quantification methods proposed for value chain resilience analysis address these gaps.

Using broader resilience conceptualizations, this paper introduces the resilience matrix and three-tiered resilience assessment that can be applied within value chain analyses to better safeguard long-term business feasibility despite a context of increasing threats.

To discuss systemic thinking in relation to the naturalistic position in the philosophy of social science. To develop the theme in two parts: Part I: systemic thinking and the naturalistic position; and Part II: the systemic position.

A cybernetic approach is taken, and a discussion on what is the foundation for the philosophy of social science for systemic thinking and the systemic position is developed.

The findings of Part I have been given. Part II analyses the systemic position and considers the classical controversy in social science between methodological individualism and methodological collectivism (holism). The pre‐condition on which the systemic position is based is given. The ideal requirements set up by the systemic position are presented under the headings: espistemology/methodology; ontology; axiology; and the ethical position.

Provided assistance to social scientists who study social systems from the systemic or cybernetic viewpoint and give a practical analysis of the systemic position. Provides researchers and others working in this field with an investigation of the role and conduct of social scientists.

It positioned systemic thinking in relation to the philosophy of social science.