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Journal articles on the topic 'Business values'

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Published: 4 June 2021
Last updated: 3 February 2022

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1

Bogle, John C. "Balancing Professional Values and Business Values." Financial Analysts Journal 73, no. 2 (April 2017): 14–23. http://dx.doi.org/10.2469/faj.v73.n2.8.

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2

Seedhouse, David. "Health care values or business values?" Health Care Analysis 2, no. 3 (September 1994): 181–86. http://dx.doi.org/10.1007/bf02251017.

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3

Anwer, Ehtisham, Sameer Deshpande, Robbin Derry, and Debra Z. Basil. "The value of values in business purchase decisions." Journal of Business & Industrial Marketing 35, no. 8 (May 9, 2020): 1323–34. http://dx.doi.org/10.1108/jbim-03-2019-0111.

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Purpose The purpose of this study is to develop and test a theoretical framework to examine business purchase decisions using the concept of “values” (personal values (PV), organizational values (OV) and values-congruency). Design/methodology/approach The data for the study were collected from members of the Supply Chain Management Association of Canada. The relationships between perceived PV/OV/ values-congruency (IVs) and perceived role values played in business purchase decisions (DV) were hypothesized. Three factors, namely, humanity, bottomline and convention were identified using exploratory factor analysis. The hypotheses were tested using polynomial regression, which is a preferred method for measuring congruency or fit (Edwards, 1994). Findings Perceived humanity (humaneness or benevolence) values of an organization were found to have a positive relationship with the perceived role that humanity and convention (risk aversion or compliance) values played in business purchase decisions. Perceived purchase function formalization within buying organizations was also found to have a positive relationship with the perceived role of humanity, bottomline and convention values played in business purchase decisions. Research limitations/implications The study drew a relatively small convenience sample from a single industry association/country with a low response rate. It used the perceived role of values instead of behavioral intention or actual behavior to measure business purchasing behavior. McDonald and Gandz’s (1991; 1993) list of values may be more suitable to measure OV than PV. The study only considered the buyer side of purchase decisions and values to have positive characteristics. Practical implications Buying organizations may consider formalizing their purchase functions, clarifying their humaneness/benevolence and risk aversion/compliance values to their employees and vendors and incorporating them in the purchasing criteria/process. Similarly, selling organizations may benefit from considering these values of customers to position their products and services for better sales outcomes and business relationships. Originality/value The study explores the role of values in business purchase contexts by proposing and testing a theoretical framework. The study has implications for practitioners and academics in the field and identifies several areas for future research.
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4

Randels, Jr., George D. "Business and "Family Values"." Annual of the Society of Christian Ethics 18 (1998): 243–57. http://dx.doi.org/10.5840/asce19981819.

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5

Bartlett, Roger W., and Suzanne M. Ogilby. "Business Versus Personal Values." Business and Professional Ethics Journal 15, no. 3 (1996): 37–63. http://dx.doi.org/10.5840/bpej199615314.

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6

Maresca, J. "Business and humanitarian values." Refugee Survey Quarterly 21, no. 3 (October 1, 2002): 245–47. http://dx.doi.org/10.1093/rsq/21.3.245.

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7

Ransfield, Adam Kirihimete, and Ina Reichenberger. "Māori Indigenous values and tourism business sustainability." AlterNative: An International Journal of Indigenous Peoples 17, no. 1 (February 17, 2021): 49–60. http://dx.doi.org/10.1177/1177180121994680.

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This paper explores the integration and impact of Indigenous cultural values on social, environmental and economic sustainability practices in New Zealand Māori tourism businesses. Utilising a Kaupapa Māori (Māori philosophy) paradigm, 12 respondents from 8 Māori tourism businesses were interviewed. Findings highlight the conscious implementation of indigenous cultural values through consultation processes and their extensive impact on staff, stakeholders, wider community and natural environment through sustainable relationships based on hospitality, unity, belonging and self-determination, in line with the diverse economies framework. We argue that current shifts towards sustainable business practice in tourism reduces the perceived gap between indigenous and Western business approaches.
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8

Lan, George. "Personal Values and Value Priorities of Undergraduate Business Students." Business and Professional Ethics Journal 38, no. 2 (2019): 147–75. http://dx.doi.org/10.5840/bpej201961879.

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The Schwartz Values Survey (SVS), developed by Shalom Schwartz, was used to explore the values and value priorities of undergraduate business students in a mid-sized Canadian university. These business students considered family security as their top individual value and ranked successful, healthy, and enjoying life among their top ten individual values. On the other hand, detachment, accepting my portion in life and social power were least valued. They regarded Benevolence and Achievement as their top two value types (cluster of related values), and ranked the higher order meta-value Self-Transcendence first followed by Openness to Change. The accounting and finance majors considered Hedonism as their top priority while the other business majors valued Benevolence most highly; however, overall, there were more similarities than differences between these two groups. When compared with the males, females valued the meta-value Self-Transcendence significantly more and exhibited values and value systems that have more of a social focus and less of a personal focus. First-year and fourth-year business students ranked the meta-values in the same order; however, Self-Transcendence was rated as significantly more important to the students in their first year compared to those in their fourth year.
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9

Bowie, Norman E. "The Clash Between Academic Values and Business Values." Business and Professional Ethics Journal 12, no. 4 (1993): 3–19. http://dx.doi.org/10.5840/bpej19931245.

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10

House, E. "Unfinished business: causes and values." American Journal of Evaluation 22, no. 3 (2001): 309–15. http://dx.doi.org/10.1016/s1098-2140(01)00145-x.

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Paul Dana, Leo. "Business values among the Imazighen." EuroMed Journal of Business 1, no. 2 (September 2006): 82–91. http://dx.doi.org/10.1108/14502190610750180.

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12

Katzner, Louis I., and Donald G. Nieman. "Making values education everyone's business." About Campus 11, no. 5 (November 2006): 16–23. http://dx.doi.org/10.1002/abc.182.

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13

House, Ernest R. "Unfinished Business: Causes and Values." American Journal of Evaluation 22, no. 3 (September 2001): 309–15. http://dx.doi.org/10.1177/109821400102200304.

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14

Coye, Ray. "Individual values and business ethics." Journal of Business Ethics 5, no. 1 (February 1986): 45–49. http://dx.doi.org/10.1007/bf02116143.

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15

Anggadwita, Grisna, Werda Bagus Profityo, Dini Turipanam Alamanda, and Anggraeni Permatasari. "Cultural values and their implications to family business succession." Journal of Family Business Management 10, no. 4 (June 26, 2019): 281–92. http://dx.doi.org/10.1108/jfbm-03-2019-0017.

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Purpose The family business is one of the business entities that contribute to the economy of a country. Succession in the family business occupies a strategic position, especially in maintaining the company’s sustainability. The Chinese family business has unique characteristics in maintaining and growing its business with the cultural values that underlie how their business. The purpose of this paper is to discuss the cultural values of Chinese ethnic and their implications in the succession process in small family businesses in Bandung, Indonesia. Design/methodology/approach This research uses a qualitative method with the in-depth interview method as a data collection technique. The sampling technique uses purposive sampling, while to test the validity of research data using a triangulation technique. A total of four small Chinese-owned family businesses participated as informants in this study. The study will identify the stage of succession process in the Chinese family business. Findings There are several stages identified in the succession planning of small Chinese-owned family business in Bandung which include succession antecedents, succession activities and desired outcomes. The results showed that small Chinese-owned family business in Bandung has not applied the rules and procedures in the succession process. Most of the Chinese family business in this research still holds Confucianism culture; they prioritize boys as business successors, who have a greater responsibility rather than successor with other gender. Practical implications Several implications are discussed. One of them is the Chinese family business holding cultural values in the process of family business succession. Originality/value This research is expected to provide theoretical and practical implications for academics and family companies with similar cases.
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LEE, Jihyun, and Sungwon KANG. "Techniques for Measuring Business Process Based on Business Values." IEICE Transactions on Information and Systems E98.D, no. 4 (2015): 911–21. http://dx.doi.org/10.1587/transinf.2014edp7330.

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17

Zabkar, Vesna, and Maja Makovec Brencic. "Values, trust, and commitment in business‐to‐business relationships." International Marketing Review 21, no. 2 (April 2004): 202–15. http://dx.doi.org/10.1108/02651330410531402.

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18

DEGADT, JAN. "BUSINESS FAMILY AND FAMILY BUSINESS: COMPLEMENTARY AND CONFLICTING VALUES." Journal of Enterprising Culture 11, no. 04 (December 2003): 379–97. http://dx.doi.org/10.1142/s0218495803000135.

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A family business can be defined as a business where a family exercises a significant influence over ownership and/or management. The objectives and the values of the family business and the business family can be complementary but they can also be conflicting. The entrepreneur has to take account of the wishes and objectives of his extended family and of his small family or household. An empirical research – made possible by the support of Cera Foundation - has been conducted with 1032 Belgian entrepreneurs, 501 in agriculture and 531 outside agriculture. Areas of conflict can be related to the allocation of profits and the position of individual family members in the family business. The survey shows that most entrepreneurs work very hard and spend a lot of time in the business. Only a minority of the respondents consider family values 'important', but when they do, the family gets a very high place in the hierarchy of values. Satisfaction on the job and autonomy (being one's own boss) are the most important values. Most entrepreneurs get considerable support from their husband or wife. They want to have a day of rest each week and want to leave business when their age is between 60 and 70. If a succession is possible, most prefer to have one of their children to succeed them. The succession is a process that has to be planned carefully. The interaction between the business family and the family business can have positive and negative effects, but in a market economy the competitiveness of the business must be preserved in all circumstances.
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19

Hoopes, James. "The Business Family as the Business Model of Our Time." International Journal of Family Business Practices 1, no. 1 (June 30, 2018): 60. http://dx.doi.org/10.33021/ijfbp.v1i1.646.

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<p>The information technology has reduced the cost of business transactions large managerial corporations are giving way to small family business firms. It is good change because family businesses could not only aim to sustain the family economically but also could aim nurturing children. The role of ethics in family business is has not been studied systematically. This paper has argued that family firms are more socially responsible that non-family firms because family firms are breeding ground for core family values. This paper also argues that business literature should lay emphasis on virtues and character based business in place of value and culture based business. To manage for organizational virtue and character is to treat ethics as an end in itself. To manage by values and characters is to treat ethics as means for some ulterior motive. If employees are told that they should be honest because it pays then profit may trump in case of a conflict. The combination of family virtues and business can make the family busines as moral model or moral leadership for all types of business in this era of high demands for accountability.</p>
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Hoopes, James. "The Business Family as the Business Model of Our Time." International Journal of Family Business Practices 1, no. 1 (June 30, 2018): 60. http://dx.doi.org/10.33021/ijfbp.v1i1.667.

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<p>The information technology has reduced the cost of business transactions large managerial corporations are giving way to small family business firms. It is good change because family businesses could not only aim to sustain the family economically but also could aim nurturing children. The role of ethics in family business is has not been studied systematically. This paper has argued that family firms are more socially responsible that non-family firms because family firms are breeding ground for core family values. This paper also argues that business literature should lay emphasis on virtues and character based business in place of value and culture based business. To manage for organizational virtue and character is to treat ethics as an end in itself. To manage by values and characters is to treat ethics as means for some ulterior motive. If employees are told that they should be honest because it pays then profit may trump in case of a conflict. The combination of family virtues and business can make the family busines as moral model or moral leadership for all types of business in this era of high demands for accountability.</p>
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21

Sinegal, Dr Jim. "Integrity and values." New England Journal of Entrepreneurship 11, no. 2 (March 1, 2008): 9–12. http://dx.doi.org/10.1108/neje-11-02-2008-b001.

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In describing his success, Sinegal attributes it to “just good business practices.” And while he was born into a Catholic family and supports Catholic causes, he does not necessarily tie his faith to the way he approaches business. That approach, he says, is based in learning how to do business with integrity and high values from an early mentor. The following interview outlines how Sinegal approaches business and how he works to establish integrity and high values throughout Costco Wholesale Corporation.
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22

Frederick, William C. "Anchoring Values In Nature: Toward A Theory of Business Values." Business Ethics Quarterly 2, no. 3 (July 1992): 283–303. http://dx.doi.org/10.2307/3857534.

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The dominant values of the business system—economizing and power-aggrandizing—are manifestations of natural evolutionary forces to which sociocultural meaning has been assigned. Economizing tends to slow life-negating entropic processes, while power-aggrandizement enhances them. Both economizing and power-aggrandizing work against a third (non-business) value cluster— ecologizing—which sustains community integrity. The contradictory tensions and conflicts generated among these three value clusters define the central normative issues posed by business operations. While both economizing and ecologizing are antientropic and therefore life-supporting, power augmentation, which negates the other two value clusters, is pro-entropic and therefore life-defeating. Business ethicists, by focusing on the contradictions between personal values, on the one hand, and both economizing and power-aggrandizing, on the other hand, have tended to overlook the normative significance of nature-based value systems. Learning to reconcile economizing and ecologizing values is the most important theoretical task for business ethicists.
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23

Kirkpatrick, Nathan, and C. Clifton Eason. "Managerial Values." Journal of Business Ethics Education 16 (2019): 167–90. http://dx.doi.org/10.5840/jbee2019169.

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The purpose of this paper is to highlight the need for greater ethical, professional, and leadership-based education for undergraduate business students, and to offer helpful pathways for this professional preparation. This paper recommends the use of panel discussions centered around ethical and professional behavior, leadership, and related skill sets in business as one main route towards exposing students to these managerial values. A panel discussion with business leaders who value these traits can help students be exposed to impactful wisdom, advice, and personal experiences that can help shape their own careers, hearts, and minds. This paper addresses the importance of these values as they relate to business ethics education, the value of panel discussions in general, one specific panel discussion, the event’s creation, the post-event Meet and Greet, takeaways for students, related assessments, and other small related ways that panelists and guest speakers have informed ethics and professionalism in undergraduate training.
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24

Zajdenweber, Daniel. "Extreme Values in Business Interruption Insurance." Journal of Risk and Insurance 63, no. 1 (March 1996): 95. http://dx.doi.org/10.2307/253518.

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Awasthi, Disha. "Leadership Values and its Business Impact." Indian Journal of Science and Technology 8, S4 (February 1, 2015): 268. http://dx.doi.org/10.17485/ijst/2015/v8is4/62914.

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26

Agle, Bradley R., and Craig B. Caldwell. "Understanding Research on Values in Business." Business & Society 38, no. 3 (September 1999): 326–87. http://dx.doi.org/10.1177/000765039903800305.

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27

Mathias, T. A. "Values, the Bedrock of Successful Business." Management and Labour Studies 25, no. 3 (July 2000): 211–19. http://dx.doi.org/10.1177/0258042x0002500306.

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That a company should be known as value-based is essential for its credibility with the public, among its employees and in the market. In a competitive world, a company or a nation which bears the label of untrustworthiness or unreliability is doomed to stagnation. What are values and what does it take to build a value-based organization?
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28

Castleman, Barry I., and Grace E. Ziem. "Business ethics and threshold limit values." American Journal of Industrial Medicine 28, no. 2 (August 1995): 299–300. http://dx.doi.org/10.1002/ajim.4700280216.

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29

Grainger, Samantha. "Business values in the health sector." Nursing Standard 19, no. 13 (December 8, 2004): 31. http://dx.doi.org/10.7748/ns.19.13.31.s54.

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30

Williams, Sandra L. "Engaging values in international business practice." Business Horizons 54, no. 4 (July 2011): 315–24. http://dx.doi.org/10.1016/j.bushor.2011.02.004.

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31

Van Der Merwe, S. P., E. Venter, and S. M. Farrington. "An assessment of selected family business values in small and medium-sized family businesses." South African Journal of Business Management 43, no. 4 (December 31, 2012): 17–31. http://dx.doi.org/10.4102/sajbm.v43i4.479.

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This study highlights the influence of selected business family values on the success of small and medium-sized family businesses. Success, for the purpose of this study, is measured using two variables, namely Harmonious family relationships and Perceived future continuity. The primary objective of this study is twofold: firstly, to identify the potential influence of selected business family values on the success of family businesses and secondly, to make practical recommendations on actions that families in business can take to ensure harmonious family relationships and the future continuity of their family businesses. The target population of this study was small and medium-sized family businesses in South Africa, and a total of 931 individual questionnaires were returned from 173 family businesses. The data collected was subjected to various statistical analyses, including exploratory factor analysis, calculating Cronbach alpha coefficients, and multiple linear regression analysis. The findings of this study show that the more family members perceive fair treatment in the family business, the more harmonious family relationships and perceptions of business continuity will be. In addition, the perceived level of trust, commitment and effective communication has a positive influence on family harmony and business continuity. This study has added to the empirical body of family business research, and provides an important first step in gaining insights into selected family business values that influence the effective functioning of family businesses.
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Bowles, Leonie, and Lisa Ruhanen. "Disseminating environmental ethics and values: a study of ecotourism business owners." Tourism Review 73, no. 2 (May 14, 2018): 252–61. http://dx.doi.org/10.1108/tr-08-2017-0136.

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Purpose Establishing a shared understanding of the environment and sustainable development between stakeholders should be fundamental to the raison d'être of ecotourism businesses. Indeed, many will begin ecotourism businesses with the objective of sharing their own personal environmental ethics and values with their customers through the tourism experience. Yet it is not always the business owner that interacts with the customer, the organisations’ employees will also interact with the guest and are thus responsible for communicating the environmental ethics and values that underpin the business. The purpose of this paper is to explore how ecotourism business owners ensure that their employees convey their environmental ethics and values to their customers. So how do ecotourism business owners ensure that employees convey their environmental ethics and values to their customers? Design/methodology/approach This paper reports on the findings of interviews with 18 eco-tourism business owners in Australia who sought to examine their strategies for disseminating environmental ethics and values with the organisation’s employees. Findings It was found that strategic recruitment to attract like-minded employees was important which was reinforced through education, training and mentoring to develop an organisational culture underpinned by shared values and responsibility. Originality/value This study has contributed to the growing body of literature focused on the supply side of ecotourism businesses. It has addressed a gap in our understanding by specifically investigating the strategies that ecotourism business owners adopt to disseminate their personal environmental ethics and values to their employees.
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Fontrodona, Joan, and Pablo Sanz. "The Keys to a Positive Business Culture: The Value of Values." IESE Insight, no. 27 (December 15, 2015): 15–22. http://dx.doi.org/10.15581/002.art-2789.

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34

Bond, Michael Harris, and Geert Hofstede. "The Cash Value of Confucian Values." Human Systems Management 8, no. 3 (1989): 195–99. http://dx.doi.org/10.3233/hsm-1989-8303.

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35

McMullen, Anthony. "The value of values." Bottom Line 26, no. 1 (May 24, 2013): 4–6. http://dx.doi.org/10.1108/08880451311321519.

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36

Tomasella, Barbara, and Alisha Ali. "The importance of personal values and hospitableness in small foodservice businesses’ social responsibility." Hospitality & Society 9, no. 3 (September 1, 2019): 307–29. http://dx.doi.org/10.1386/hosp_00004_1.

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This article investigates the relationship between personal values, hospitableness and social responsibility in small, independent foodservice businesses. Semi-structured interviews were conducted with 24 owner-managers of these businesses located in Sheffield, United Kingdom. The results established that hospitableness is expressed through the way in which these small businesses engage in social responsibility. In lifestyle and family businesses, personal values, such as altruism, friendliness and a passion for food, influence the hospitableness and social responsibility of the small foodservice business. In the long term, social responsibility actions expressing hospitableness add value to the business itself. This research contributes to the hospitality literature by empirically demonstrating how hospitableness can be expressed through small business social responsibility, which can provide, in the long term, a competitive advantage for small, independent foodservice businesses.
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Feikis, Jonelle, Avery McHugh, and Samuel Lane. "Ethics and values." Journal of Technology Management in China 9, no. 2 (July 1, 2014): 108–22. http://dx.doi.org/10.1108/jtmc-08-2014-0053.

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Purpose – The purpose of this paper is to examine the similarities and differences in the ethics and values seen within the USA, Brazil, Canada and the United Kingdom. By comparing these three countries to the USA, we can conclude the appropriate means in which to conduct business and research with any of the corresponding countries. This, in turn, will serve as a major asset to global business alike and prove to be monumental in the ways it breaks down cultural barriers to promote the sanctity of business worldwide. Design/methodology/approach – The USA, Brazil, Canada and the United Kingdom were examined extensively on each of their ethics and values to fully grasp what the literature of previous empirical research stated. Throughout the literary research, data and surveys can be found to further emphasize the value and reliability of empirical research. Through the collaboration of thoughts and the literature that was discovered, we can draw conclusions about the similarities and differences between the USA, Brazil, Canada and the United Kingdom. It is clear that among the different countries ethics, values and cultural norms come into play when partaking in business. Findings – There were many similarities and differences that lied between the different countries. Of those similarities, it was especially noticeable between the USA, Canada and the United Kingdom. This is due to the fact that these three countries have similar forms of common law governmental systems that are established and help form moral guidelines and parameters for doing business. Despite the fact that both the United Kingdom and Canada are under the rule of a Constitutional Monarchy, it is apparent that because the USA, United Kingdom and Canada have a free market economy all three operate at a similar capacity in terms of business. Originality/value – This paper is original and provides value by taking a unique review of literature and reviewing previous research on the topic. Specific suggestions for future research are offered at the end of this paper.
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Ralston, David A., Craig J. Russell, and Carolyn P. Egri. "Business values dimensions: A cross-culturally developed measure of workforce values." International Business Review 27, no. 6 (December 2018): 1189–99. http://dx.doi.org/10.1016/j.ibusrev.2018.04.009.

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Kumar, Ravi, and Rashmi Bhadani. "Leveraging Big Data for Enhanced Business Values." International Journal of Computer Applications 100, no. 14 (August 20, 2014): 22–24. http://dx.doi.org/10.5120/17594-8359.

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40

Ryan, Lori Verstegen, and Marilyn E. Gist. "An Innovative Approach to Business-Values Measurement." Proceedings of the International Association for Business and Society 6 (1995): 1319–30. http://dx.doi.org/10.5840/iabsproc19956114.

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41

Olejniczak, Katarzyna. "Norms and Values in Family Business Management." Journal of Intercultural Management 6, no. 4-2 (December 1, 2014): 35–47. http://dx.doi.org/10.2478/joim-2014-0055.

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Abstract Family entrepreneurship aiming at multi-generation, in which there is no clear distinction between the family and the business, and family members exert a significant influence on or directly manage a family business, is managed by means of norms and values, passed from generation to generation. Therefore, it is important, in the present unclear market conditions, to present the research results concerning norms and values in family business management from the point of view of the students of the Faculty of Management of Czestochowa University of Technology.
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Maseland, Robbert, and André van Hoorn. "Values and marginal preferences in international business." Journal of International Business Studies 41, no. 8 (June 10, 2010): 1325–29. http://dx.doi.org/10.1057/jibs.2010.24.

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Muethel, Miriam, Martin Hoegl, and K. Praveen Parboteeah. "National business ideology and employees’ prosocial values." Journal of International Business Studies 42, no. 2 (November 25, 2010): 183–201. http://dx.doi.org/10.1057/jibs.2010.47.

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44

Mauro, Nicholas, Samuel M. Natale, and Anthony F. Libertella. "Personal values, business ethics and strategic development." Cross Cultural Management: An International Journal 6, no. 2 (June 1999): 22–28. http://dx.doi.org/10.1108/13527609910796942.

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45

Cho, Eunsang. "Work Values and Business Ethics in Korea." Advances in Developing Human Resources 11, no. 2 (March 24, 2009): 235–52. http://dx.doi.org/10.1177/1523422309333761.

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46

Kubasek, Nancy K. "Introducing Values Analysis into the Business Classroom." Journal of Education for Business 62, no. 3 (December 1986): 131–34. http://dx.doi.org/10.1080/08832323.1986.10772790.

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47

Dahlgaard, Su Mi Park, Jens J. Dahlgaard, and Rick L. Edgeman. "Core values: The precondition for business excellence." Total Quality Management 9, no. 4-5 (July 1998): 51–55. http://dx.doi.org/10.1080/0954412988550.

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48

BREUER, HENNING, and FLORIAN LÜDEKE-FREUND. "VALUES-BASED NETWORK AND BUSINESS MODEL INNOVATION." International Journal of Innovation Management 21, no. 03 (March 24, 2017): 1750028. http://dx.doi.org/10.1142/s1363919617500281.

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Innovation management falls short in solving urgent societal problems, if it neglects the power of networks and the values of their constituent actors. Even though network and business model innovation have been acknowledged as innovation categories in their own right, their problem-solving potential remains unexplored. In this article, we argue that purposeful innovation requires considering the shared values of those engaging in innovation processes, where values are understood as subjective notions of the desirable. Values-based innovation can motivate the development of new networks and business models that address complex societal problems, such as the unsustainability of current forms of energy supply. We present a theoretical framework and facilitation methods for values-based network and business model innovation. Both have been applied in an exemplary workshop on regional energy networks in Germany. Reflecting upon the lessons learned from theory and practice, we conclude that crucial starting points for systemic sustainability innovations can be found in values-based networks and business models.
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49

McDonald, Paul, and Jeffrey Gandz. "Identification of values relevant to business research." Human Resource Management 30, no. 2 (1991): 217–36. http://dx.doi.org/10.1002/hrm.3930300205.

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50

Enquist, Bo, Bo Edvardsson, and Samuel Petros Sebhatu. "Values‐based service quality for sustainable business." Managing Service Quality: An International Journal 17, no. 4 (July 17, 2007): 385–403. http://dx.doi.org/10.1108/09604520710760535.

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