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The purpose of this paper is to investigate the role of market power and returns to scale in the determination of farm-value share.

This paper utilizes the equilibrium displacement model to investigate the role of market power and returns to scale in the determination of farm-value share. Contrary to the current literature, the paper incorporates oligopoly power, oligopsony power and non-constant return to scale into one generalized model, which systematically enables us investigate the impacts of market power on the determination and changes of farm-value share.

The results imply that market power as well as non-constant returns to scale is central to the understanding of farm-value share. These, in turn, indicate that ignoring the impacts of market power and degree of return to scale may overestimate or underestimate the impacts of exogenous shocks on changes in farm-value share.

Thus, to the best of the authors’ knowledge, no literature has examined the co-existence of oligopsony power, oligopoly power as well as non-constant return to scale in farm-value share determination. This paper therefore tries to fill this gap.

“Shared purpose,” understood as a widely shared commitment to the organization’s fundamental raison d’être, can be a powerful driver of organizational performance by providing both motivation and direction for members’ joint problem-solving efforts. So far, however, we understand little about the organization design that can support shared purpose in the context of large, complex business enterprises. Building on the work of Selznick and Weber, we argue that such contexts require a new organizational form, one that we call collaborative. The collaborative organizational form is grounded in Weber’s value-rational type of social action, but overcomes the scale limitations of the collegial form of organization that is conventionally associated with value-rational action. We identify four organizational principles that characterize this collaborative form and a range of managerial policies that can implement those principles.

Issues, which have negatively impacted a diversity of business stakeholders, suggest that business thinking and leadership behaviors surrounding a desired strategic business focus appear increasingly inadequate. For example, that integration strategies and differentiation strategies are mutually exclusive. Three issues appear to contribute to such circumstances.

First, Western strategic business frameworks are largely based on quantitative foci, and remain largely unchallenged. Second, balance between key leadership team agendas and external stakeholder expectations is usually absent. Third, there is minimal connection between what organizational cultures reward, and how human resource management prescriptions provide support.

To address such concerns and implant a renewed strategic business focus, Porter and Kramer (2006, 2011) have identified the notion of shared value, which seems an appealing means to redress business problems represented by negative multistakeholder relations; moreover, an absence of any contemporary acknowledgment of the social contract. Nevertheless, a number of elements appear to be missing from the how shared value is portrayed by Porter and Kramer (2006, 2011).

Based on Maslow’s notion of Eupsychia, and employing an Ideation approach, a renewed strategic business focus supporting the notion of shared value is presented. The renewed focus seeks to enhance Porter and Kramer’s (2011) framework, by including key features to enhance shared value, including elements of Eastern and Western philosophy, and Western organization theory.

Problematic examples, identifying the absence of shared value, and including research propositions are identified.

Firms aiming to enhance firm performance require specific investment and qualification of capability. However, the relationship between these factors and firm performance is influenced by boundary conditions. This study focuses on the role of shared values as a governance mechanism in moderating the relationship between specific investment, qualification of capability, and firm performance.

Drawing on transaction cost analysis, the authors develop a theoretical model to explore how shared values moderate the relationship between specific investment, qualification of capability, and firm performance. The authors collected data from 156 firms in Cote d’Ivoire, resulting in a sample of 216 observations. The authors employed hierarchical regression analysis and the “pick-a-point approach” to examine how specific investment and qualification of capability impact firm performance at different levels of shared values.

The results indicate that specific investment and qualification of capability have a partially positive impact on firm performance. Interestingly, shared values are an important moderating variable, acting as a boundary condition that affects the relationship between specific investment, qualification of capability, and firm performance. Specifically, specific investment leads to excellent firm performance only when shared values are not sufficiently high, whereas qualification of capability leads to superior firm performance only when shared values are sufficiently high.

This study has three research implications. First, this study enriches TCA literature by identifying shared values as a boundary condition and examining the moderating role of shared values. Second, the study findings discover new insights into how specific investment and qualification of capability enhance or inhabit organizational performance at different levels of shared values. Third, this study extends the existing research and reveals the specific conditions for positive or negative relationships between specific investment and organizational performance and qualification of capability and organizational performance.

First, compared to specific investment, qualification of capability has greater effect on organizational performance. Second, when considering whether to increase specific investment or/and improve qualification of capability, executives are encouraged to first evaluate their firm's level of shared values and then make appropriate strategic decision accordingly. Third, six tactics are recommended for enhancing shared values.

This study enriches the literature on transaction cost analysis and contributes to understanding the moderating role of shared values. The findings shed light on the specific investment, qualification of capability, and firm performance relationships. Additionally, this research highlights the importance of considering shared values as a boundary condition in examining these relationships.

This study aims to explore how shared values improve eudaimonic workplace well-being, the fulfillment that comes from personal development and the utilization of personal capabilities. The authors investigate the serial mediating role that perceived overall justice and emotional exhaustion play in how shared values relate to well-being.

Using data collected from three hundred nurses in Turkish healthcare institutions during the COVID-19 pandemic (Male = 113, Female = 187). The age of participants ranged from 19 to 58 and the average age was 34. The snowball sampling method was used to form the sample and self-administered surveys that could be completed online were delivered to the sampled nurses.

The authors analysis using partial least square structural equation modeling (PLS-SEM) supported the expected relationship between shared values and eudaimonic workplace well-being as well as the mediating role of perceived overall justice and emotional exhaustion. The authors also show a serial mediation where shared values are related to justice perceptions which in turn negatively relate to emotional exhaustion which subsequently relates to higher levels of eudaimonic workplace well-being.

The results of this study suggest that when the shared values between the healthcare institution and the employees are aligned, the eudaimonic well-being of employees is higher. The findings provide implications for the mental health of frontline employees in health organizations to have higher levels of eudaimonic well-being which is especially important in times of intense pressure such as the period during the COVID-19 pandemic.

Steve Meyer, the chief marketing officer at Trilogy, was evaluating the best way to move forward with an innovative, customer value-based pricing approach for its enterprise software solutions. Trilogy had radically transformed its business from a product-centric organization to a customer-centric one, and value-based pricing was a pillar of this transformation. Meyer had to evaluate three pricing approaches: traditional license based, subscription based, and gain sharing. He had to assess which pricing approach Trilogy and Trilogy's clients would prefer and the conditions under which gain-sharing pricing would work. Meyer also had to address several adoption barriers that prevented customers from embracing the gain-sharing pricing approach.

The purpose of this paper is to examine the short-term and long-term wealth effects of two share repurchase motivations.

The authors use a multi-period numerical model and a Monte Carlo simulation. The Monte Carlo simulation introduces uncertainty into firms’ market values and eliminates some restrictions used in the numerical model.

In the long term, firms that refrain from repurchasing overvalued shares outperform otherwise identical firms that do not exhibit such restraint. In the short term, firms that repurchase overvalued shares can outperform firms that refrain from such repurchases. Total returns are a function of misvaluation, the firm’s repurchase decision, the rate of return on invested cash and how long the shares remain misvalued. Share price volatility can influence share repurchase decisions.

The models are incapable of fully modeling the complexities of a dynamic economic environment.

Managers and investors need to be aware of the short-term and long-term effects of share repurchases. Additionally, investors can gain insight into a firm’s share repurchase motivation by observing its cash balances over time.

Share repurchases are a zero-sum game with potentially different short-term and long-term wealth effects.

When studying the wealth effects of share repurchases, it is important to consider the motivations for repurchasing shares as well as the short-term and long-term effects.

The purpose of this paper is to explore the possibilities of prioritizing tasks, actual sharing of libraries, collaboration policies and the directions via quantifying the relative importance of services for each value based on users’ perceptions observed from in-depth analysis of the investigation results. Through this, the study expects that libraries will provide high – level the sharing economy services, reflecting users’ needs.

This study surveyed public library users across the country have through the survey method and Analytic Hierarchy Process (AHP) method to examine the perceptions of users on the roles of libraries in the sharing economy’s environment to deduce the directions and priorities to activate the roles and functions of libraries in the era of the sharing economy.

The research results are as follow: first, public library users’ awareness of the concept of the sharing economy was low, but they observed a relation between the two concepts after understanding the concept of the sharing economy. Second, The users’ personal characteristics were observed to mostly affect knowledge information service, experience talent sharing, material sharing and space sharing. Lastly, the study sought to identify the relative importance (preference) of various library services which pursue the value of the sharing economy through AHP analysis method. The values of the sharing economy were preferred in the order of social>economic>technical>relational values which can be enumerated to convenience>knowledge>space>education>contents>new technology>experienced talent>object>network.

This study has a great significance in that it analyzed actual library users’ perceptions on the concept of the sharing economy and the functions and roles of libraries in the era of the sharing economy from a multifaceted angle. In addition, this study carries an important meaning as it provided an opportunity to vitalize libraries and explored the measures to actualize the roles of libraries in tandem with the environment of the sharing economy by recognizing the values of libraries based on the new concepts and values of the sharing economy and presenting the functions and roles of the libraries from the aspects of the sharing economy.

The purpose of this paper is to propose a paradigmatic model for shared value innovation management in the supply chain. This research seeks to identify the causal conditions, strategies, contextual factors, intervening factors and the consequences of shared value innovation in the supply chain.

The approach of this research is qualitative and has been carried out in the framework of the grounded theory. Required data for the research was collected through semi-structured interviews. Coding was done in two steps and the reliability of the results of the research was confirmed by calculating the similarity index of codes by two methods.

The proposed framework is presented in the form of a paradigmatic model and demonstrates how to achieve shared value innovation through increasing adoption with customer considerations, improving communication between supply chain members, improving collaboration among supply chain members, enhancing trust among supply chain members, enhancing the commitment of the supply chain members, enhancing supply chain members’ interdependence while maintaining their independence and simultaneously reducing costs. The results of the analysis showed that the shared value innovation leads to positive consequences such as increasing competitive abilities, human development, synergy, inclusive growth and development and also the sustainability of the business situation.

Although some studies have shown the importance of value innovation in different parts of the organization and to some extent the introduction of shared value innovation, no research has been done to provide a framework or model for managing shared value innovation.

The purpose of this study is to analyze how supply chain leadership and supply chain followership affect a company's value. Specifically, this will take place through an analysis of transformational leadership and followership behaviors on shared value creation, in order to achieve higher performance and greater alignment of common values.

The study uses a structured questionnaire to gather data from a cross-sectional sample of 456 supply chain partners of the largest Portuguese energy supplier. Structural equation modeling is used to test the proposed hypotheses, and a multigroup analysis is conducted to find out how supplier dependence can impact the suggested relationships.

Findings suggest that supply chain leadership positively impacts supply chain followership, shared value, and common values. Additionally, it was possible to observe that the influence of supply chain leadership and supply chain followership on performance occurs in an indirect way through the mediation of shared value and common values.

The research considers only one company's suppliers. The relationships between variables need to be explored in other practical case studies and longitudinal investigations.

The study provides a better understanding of the impacts and chain of effects between supply chain leadership and supply chain followership on performance, while considering the role of dependence as a moderating variable. The overall results may support the importance of truly sustainable business leadership capable of promoting shared value creation along the entire supply chain.