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Mental health education aims to develop valuesbased practice to support practitioners in clinical decision‐making. Values‐based practice requires high levels of cultural competence achieved through service user participation in professional preparation. The degree of service user participation remains dependent on the values of programme providers.In this paper, we consider whether strategies to involve service users in mental health professional education can support the principles of valuesbased practice. To do this, we have drawn on the findings from qualitative studies of educators' practices and their views regarding service user involvement. Values‐based practice requires self‐awareness of values impacting on decisions and knowledge derived from service users' personal accounts. The studies suggest that while opportunities exist for service users to present their accounts, few examples of service user involvement facilitated deeper examination of values underpinning decision‐making. Enabling service users to influence values‐based practice development requires more authentic participatory approaches. Educators valued the contribution of service users' experiential knowledge to the learning process, but there was less evidence of educators' values base that would model commitment to the empowerment of service users.

The purpose of this paper is to review the challenges of teaching values and ethics in mental-health, explore the differing perspectives of the key stakeholders and stimulate further questions for debate in this area; leading to a proposal of an alternative approach to educating mental-health professionals on values and ethics.

In current mental-health care settings, very few professionals work with homogeneous populations. It is imperative that mental-health education and training ensures health professionals are competent to practice in diverse settings; where ethics and values are bound to differ. Establishing professional practice not only involves considering concepts such as values and ethics, but also equality, diversity and culture. Incorporating values-based practice and cultural diversity training holds promise to education and training, that is truly reflective of the complexity of clinical decision making in mental-health. Further research is needed as to how these two frameworks can be unified and taught.

The purpose of this paper is to examine the role of organization leaders, particularly top managers, in building support for and developing behaviors that are consistent with values‐based management, by providing an empirical assessment of the effect of an organization's senior leadership on the values‐based management process.

As part of a program of organization development, a values‐based management approach was implemented in a large manufacturing organization. As part of the process, a system of measuring and evaluating values‐based behaviors was developed. The senior leaders of two groups of the organization were assessed in terms of their values behaviors, and their direct reports were likewise evaluated by the organization using a 360° process.

The results indicated that the leader's values behaviors were significantly related to the values behaviors of subordinates. Subordinates of leaders who strongly demonstrated values‐based management behaviors were more likely to exhibit the same behaviors.

The value of these findings lies in the suggestion that the role of organization leaders, and specifically the behaviors demonstrated by leaders, are important in determining the outcomes of values‐based management techniques. Subordinates may take cues from their leaders and model their values‐based behaviors after those of the organization's leadership.

This paper aims to analyse whether the practices of Islamic banks in Bahrain are in line with value-based Islamic banking (VBIB) and reporting disclosure in the annual reports towards achieving their fundamental objectives of human-centred economic development and social justice.

Based on Islamic finance, Islamic economic principles and perception of Maqasid al-Shari’ah, this paper examines and assesses the current practices of Islamic financial institutions (IFIs) in Bahrain through content analysis of financial and annual reports of Islamic banks in Bahrain and interviews of Islamic banking experts.

The findings reveal that value-based banking (VBB) has not been translated fully into practice by the Islamic banks in Bahrain.

The data analysis was restricted to Islamic banks in Bahrain.

This paper identifies the need for reporting standard development to improve the VBB practice in Bahrain in the future. Looking at the objectives of the IFIs, this paper introduces the concept of VBB in Bahrain, which includes ethical banking, responsible banking and social responsibility. The study adds value not only to the current Islamic finance literature but also helps many stakeholders, including prospective academics, who may conduct comparative studies in different jurisdictions throughout the world.

The specific contribution of this paper is the identification of the VBB practices and related disclosure in the Islamic banking industry in Bahrain. The study is useful to harmonise and standardise the practices of VBIB by the contemporary Islamic banks in Bahrain.

The purpose of this paper is to present a model for values‐based service brands grounded in values‐based service management. In undertaking this task, the paper addresses two research questions: “What is the role of values in creating customer value and corporate identity?” and “How can values and corporate identity be communicated to customers and thus contribute to customer‐perceived service value?”.

Based on five narratives from a value‐driven company, IKEA, the paper proposes a model of values‐based service brands in action. The model is based on interpretations of how IKEA manages and communicates values in practising values‐based service management.

The study distinguishes four types of “values” in the example of IKEA: economic, social, environmental, and communication‐based. These are incorporated into the model.

This is the first study of the role of values‐based service brands in creating value in use for customers.

The purpose of this paper is to discuss the concept of strategy in the field of heritage conservation, with a focus on a new conservation approach that promotes the empowerment of local communities and sustainable development: a living heritage approach.

The approaches to heritage conservation are outlined: a material-based approach defines the principles of western-based conservation, a values-based approach expands these principles, while a living heritage approach clearly challenges the established principles. These approaches are, then, analysed from the perspective of strategy, and a living heritage approach is seen as an example of strategic innovation. The process by which ICCROM develops a living heritage approach at an international level is also examined.

Choosing the “appropriate” conservation approach depends on the specific conditions of each heritage place. Yet, for the cases of living heritage in particular (with communities with an original connection with heritage) a living heritage approach would be more preferable. Living heritage approach can be seen as an example of a strategic innovation in the field of heritage conservation: it proposes a different concept of heritage and conservation (a new WHAT), points at a different community group as responsible for the definition and protection of heritage (a new WHO), and proposes a different way of heritage protection (a new HOW).

A living heritage approach (presented in the paper) may potentially influence the theory as well as the practice of heritage conservation in a variety of parts and heritage places in the world, especially in terms of the attitude towards local and indigenous communities.

Developing a new approach is, in a sense, developing a new strategy. In this context, the paper aims at bringing the insight of business strategy into the field of heritage conservation.

This paper will review aspects of current policy in mental health with specific reference to policy that has a values focus. In this context, values refers to the standards and expectations we hold and which we use to guide aspects of practice performance. Service users state that core values that support, respect choice, collaboration, and customer service are critical foundation stones of a trusting therapeutic relationship. Attending to these foundations for practice has merit in ensuring the quality of care delivery in mental health. This paper will analyse what this means for the mental health workforce in their engagement with service users and delivery of policy priorities. Finally, the paper will explore resources, such as the Ten Essential Shared Capabilities (see Appendix 1), which support engagement and ongoing promotion of person‐centred mental health care.

Alternative enterprises – organizations that operate as a business while still also being driven by a social purpose – are sometimes owned by workers or other stakeholders, rather than shareholders. What role does ownership play in enabling alternative enterprises to prioritize substantively rational organizational values, like environmental sustainability and social equity, over instrumentally rational ones, like profit maximization? We situate this question at the intersection of research on: (1) stakeholder governance and mission drift in both hybrid and collectivist-democratic organizations; and (2) varieties of ownership of enterprise. Though these literatures suggest that ownership affects the ability of alternative enterprises to maintain their social missions, the precise nature of this relationship remains under-theorized. Using the case of a global, social, and environmental values-based banking network, we suggest that alternative ownership is likely a necessary, but not sufficient, condition to combat mission drift in enterprises that have a legal owner. A supermajority of this network’s banks deploy alternative ownership structures; those operating with these structures are disproportionately associated with social movements, which imprint their values onto the banks. We show how alternative ownership acts through specific mechanisms to sustain enterprises’ missions, and we also trace how many of these mechanisms are endogenous to alternative ownership models. Finally, we find that ownership models vary in how well they enable the expression and maintenance of these social values. A ladder of mission-sustaining ownership models exists, whereby the dominance of substantive, non-instrumental values over operations and investment becomes increasingly robust as one moves up the rungs from mission-driven investor ownership to special shareholder and member-ownership models.

The purpose of this paper is to investigate the psychological contracts (PCs) of international volunteers (IVs) in international aid and development organizations (IADS). Specifically, it explores four questions: how IVs form PCs; what the content of these PCs is; how IVs’ PCs are maintained; and how they are fulfilled or breached.

The study used an inductive analysis of qualitative data: interviews with 27 IVs from a range of IADS.

The findings take the form of research propositions: RP1: IVs’ PCs, like those of domestic volunteers, include relational, transactional and, especially, values-based elements, but the balance of these is influenced by their values-based PC; the self-directed way IVs join their organizations; and reliance on peers rather than the organization’s management hierarchy. RP2: the PCs of IVs working for faith-based organizations have an additional element: spiritual support. RP3: the values-based PC means many transactional elements can be “adjusted away”, making it difficult to breach these PCs. RP4: experienced volunteers have very minimal PCs, but are more likely than inexperienced volunteers to expect basic safety and adequately skilled colleagues.

The authors suggest areas of new inquiry and specific ways each research proposition could be tested empirically.

To alleviate IVs’ expatriation and repatriation adjustment problems, international aid organizations could facilitate the ways IVs already help each other. This would also help fulfill IVs’ PCs.

IVs are a growing but underexplored group and aspects of their PCs may be unique.

Although educators would likely agree that values and ethics are important in all disciplines, they have particular importance for practice-oriented fields. These applied professionals need to solve complex social problems that require the application of ethical standards and value perspectives. While the importance of value-engaged practice is known to the applied field, there is little research and conversation about how values can be integrated into teaching. This chapter synthesizes values-education approaches in various practice-based disciplines such as public administration (PA), program evaluation, social work, and public health. This chapter draws from empirical and theoretical works as well as the authors' experiences developing, participating in, and conducting values-based research on professionals and professional education.