Suchergebnisse

Cover -- Title -- Copyright -- Abstract -- About the Author -- Acknowledgments -- Contents -- 1 What are Values? -- Values are what motivate us -- Values help us to work together -- Values challenge us -- 2 Organising Values -- In search of coherence -- 3 How do Values Play Out in Business? -- One in four new entrepreneurs are values-driven -- Not all values lead to action -- Values that matter -- The business case for shared values -- 4 Co-operatives as a Test-case of Values in Action -- A global set of values -- Do co-operatives use their values? -- 5 Values and Purpose -- Starting with purpose -- 6 Getting Going on Values -- Personal values -- Shared values -- A participative approach to selecting values -- A participative health-check on values -- Bringing values to life -- The values fit -- 7 Five Tools for Values -- 1. How to introduce values: a card game on co-operation -- 2. How to recruit for values -- 3. How to build values in the supply chain -- 4. How to govern for values -- 5. How to measure values -- 8 The Values Checklist -- Appendix: Key Definitions -- Notes and References

Papers presented at the National Seminar on Business Ethics and Human Values, held at Dharwad during 15-16 December 2008

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.

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.

The point of departure of this book is the assertion that recent scholarship has treated the British cotton-textile industry unfairly because of the strong tendency to situate the industry in the U.S. blueprint of development. The result, Mary Rose believes, has led to some misunderstanding of the rise and decline of the British industry. Rose reverses the standard approach and views the development of U.S. industry through British lenses.

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?

PurposeThe 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/approachThe 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).FindingsPerceived 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/implicationsThe 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 implicationsBuying 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/valueThe 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.