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The purpose of this paper is to show that in many earlier value studies, the emphasis has been in value management: this paper contributes to the value discussion through personnel perceptions in organizations (in different hierarchical levels). The aim is to study value processing more closely at company level and to find out what the phenomenon in practice means to the personnel: how they understand it. There is often said to be a contradiction between official and perceived values among personnel: these are studied further in this paper.

Qualitative, multiple case study, interviews analyzed by content analysis.

This paper demonstrates value perceptions among personnel in three case companies and emphasizes the importance of mutual understanding of values in every day life. Personnel perceptions of organizational values are presented; especially the understanding of values as a management tool is studied further: values have to be understood through the own work before they can be really functional.

The quotations are interpreted through content analysis, so maybe another (e.g. discourse analysis) would have given deeper insight. Three different case companies are maybe too little to make any general assumptions.

The need to reach mutual understanding about values among the whole personnel (not just the management) is extremely important in successful value processing. Too often these “soft” issues are forgotten and values are just declared by the management: no real understanding about organizational values exist. The practical implications are presented when suggestions for better values processing are given.

The paper demonstrates personnel perceptions in understanding organizational values. It is extremely important to clarify how people understand organizational values, before proceeding to the implementation process. This is too often forgotten in values studies.

This study elicits the critical attributes, consequences and values associated with the purchasing process in the context of cross-border e-commerce (CBEC). The purpose is to provide a better understanding of the fundamental factors that determine consumer values in CBEC.

The study applies the means-end-chain theory and soft-laddering techniques to interview 60 CBEC consumers to construct an implication matrix and a hierarchical value map (HVM) of the consumer purchasing process, consisting of attribute-consequence-value (A-C-V) paths.

By analyzing the significant linkages, elements, ladders and chains in the HVM, four dominant A-C-V paths were identified: economic-driven, efficiency-driven, progress-driven and quality-driven paths.

This study included only Chinese CBEC buyers. This limitation might affect the generalizability of the conclusions as culture, purchase habits and economic development differ between China and other countries.

The results of this study provide CBEC practitioners an understanding of the consumer purchasing process and how consumer values are associated with platform characteristics. Thus, the results aid practitioners in allocating resources and developing CBEC platforms in an appropriate manner and direction.

This study sheds lights on the emerging phenomenon of CBEC. By applying the means-end-chain approach, the study provides a comprehensive HVM for interpreting the consumer online purchasing process in this novel context. By illustrating the dominant paths, this research provides deeper theoretical insights into the specific focuses of CBEC consumer purchasing.

This paper aims to study personnel perceptions about value processing in three case organizations in the Finnish context, especially management's role in organizational change where values are considered.

The research follows the methodology of the case study approach to tackle the research theme. The data include interviews from multiple (managerial) hierarchical levels, from top management to local levels (in top management and at the local level) in the case companies. The interviews are analyzed by content analysis.

The paper provides information about personnel perceptions in organizational value processes, especially the management's and organizational culture's role, in this kind of change process, as well as the individual's own role and responsibilities as an employee.

The research reported is not exhaustive and was done in the Finnish context, which may reduce its applicability to other, especially non‐European, countries.

The paper represents a very useful source of information and practical advice for companies encountering changes where organizational values are processed.

This paper fulfils the growing need for information about value management and value processing in organizations, and offers practical help to individuals working among these themes in their organizations.

The purpose of this paper is to map the process of (social) valuing by people encountering built heritage in their daily environments. Value-based approaches are not well researched and formalized in Flemish policy context. New questions and issues are emerging in relation to values-based heritage management and the (adaptive) reuse of heritage within a context of spatial development and urban renewal practices. This paper firstly focus on what factors influence the process of (social) valuing, secondly on the hybrid character of the process and finally at the conflicts between the values frames of the different actors. This way it also inquires the potentials of participatory design supporting alternative regimes of care.

Within the research trajectory, the authors approached built heritage as a social construction and a social product, where there are as many stories as users. What heritage is and how heritage is dealt with, forms the basis of negotiation and valuation processes. An ethnographic approach was embarked on to get a grip on the socio-cultural significance of immovable property heritage in Flanders.

This paper describes the process of (social) valuing of by people encountering built heritage in their daily environments and offers an integrated conceptual framework for this kind of dynamic processes.

New questions and issues are emerging in relation to values-based heritage management and the (adaptive) reuse of heritage within a context of spatial development and urban renewal practices. This paper firstly focuses on what factors influence the process of (social) valuing, secondly on the hybrid character of the process and finally at the conflicts between the values frames of the different actors.

The purpose of this paper is to reconceptualize public relations roles, particularly the organizational conscience role, by examining practitioner involvement in organizational value setting.

Australian communication practitioners were interviewed to ascertain practitioner involvement in organizational value setting. The interview results were subjected to a multiple perspective analysis, which was used to develop a new framework for public relations roles.

The research found that most respondents were involved in organizational value setting, albeit at the implementation stage. The results also showed the potential for practitioners to extend their involvement to a more leadership‐oriented critical inquiry role. Based on this analysis, this paper proposes three agency roles: agency of corporate compliance, agency of concertive control, and an agency of critical conscience.

The small sample of Australian respondents and the novel approach used to analyse public relations roles require further research. The results offer new ways for practitioners to enact the conscience role through dialectical inquiry.

The paper includes implications for embedding dialectical inquiry in public relations roles, and for integrating leadership into the technician‐manager role typology.

The paper examines practitioner involvement in organizational value setting through a multiple perspective lens and introduces a new public relations roles framework.

This paper aims to analyze the communication processes from both a management and an employee view during a corporate value implementation process within a Danish windmill company. The purpose of this paper is to develop further understanding of the potential problems that may occur during such a process within an organization.

The paper is a case study based on a social constructionist approach. A multi‐dimensional model of reception analysis is proposed in order to capture employees' readings of value statements.

The study shows that the distance between top management's views on the values and employees' perceptions is noteworthy. This distance is primarily caused by circumstances in the case company's historical and situational context. One of the questions this paper raises is whether values are an ideal management tool in times of an organizational financial crisis.

This paper only focuses on one organization. Additional research is needed in other organizations attempting to communicate values internally in times of crisis.

Managers need to take newer communication theory into consideration in order to be aware of what might go wrong in a communication process. They also need to consider both the daily working context of the employees and the historical and situational context of the organization before they launch a value project. The communicative competences of middle managers and their capability to enter in dialogue with the employees should also be taken into consideration.

The research illuminates the potential problems that may occur during an organization's value process and offers recommendations for future value implementation efforts in organizations.

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.

The purpose of this paper is to explore the role of managerial values in improving the effectiveness of employee performance management (EPM).

The research has been conducted as a conceptual study, in which EPM criteria are compared to managerial values and the related maturity model. A thorough review of the EPM and values literature identified relevant and significant works.

Despite copious extant literature on EPM, the process is riddled with persistent problems, particularly concerning the manager’s enthusiasm to adequately implement EPM and its subsequent effectiveness. A managerial grounded values framework is, therefore, proposed. Using a circular approach that is assisted by a values maturity model, it serves as a charter that guides the supervisor’s actions, goals, choices, decisions and attitudes; principles that are very much at the heart of an effective EPM process. Curiously, managerial values and EPM have not generally been connected.

This values-based circular framework contributes to the effectiveness of the EPM process and thus to a positive EPM experience that motivates, enhances engagement and guides personal development. When enacted individual values and EPM are linked, they are argued to lead to sustained superior financial performance.

This study makes an important and novel contribution to the performance literature by using a values-based maturity model to improve the effectiveness of the EPM process.

The purpose of this paper is to describe an emergent supply chain management system that supports a sustainable values based organization (VBO) using a structuration theory‐based framework.

A case study of a sustainable beef cooperative employing a structuration theory framework provides insights into sustainable supply chain management models.

The supply chain design and management afford the key to the VBO's success. In order to attain the necessary price premium, the unique product attributes acquired through the natural beef production process must be sustained along the entire supply chain and communicated to the end customer. Structuration theory is useful in understanding supply chain management in VBOs.

The paper has implications for studying VBOs, particularly those prioritizing sustainability values. The descriptive model presented is useful in settings where organizational structure and the supply chain are needed to support sustainable products and processes and whose success is facilitated by establishing strategic partners, especially those that make possible economies of scale. The study is limited to one, privately owned firm, operating in a specialty industry sector.

The paper has implications for those entities with an identified values set that endows the product with unique characteristics that must be conveyed to their end consumer in order to command a price premium and/or differentiate the product from a commodity. The case study provides an example of how a unique product as well as a facilitating organizational structure and supply chain emerge out of the application of a set of core values.

Little previous research focuses on implications of supply chain management in VBOs. In addition, the paper contributes to both the supply chain management and sustainability literature by relating supply chain management to a more comprehensive sustainability agenda including social, environmental, and long‐term economic sustainability and by a theoretically based structuring.