Value Dominant Logic: Organizational Principles
| Autor: | Mahajan, G., Kumar, V, Tregua, M., Bruni, Roberto |
|---|---|
| Přispěvatelé: | Mahajan, G., Kumar, V, Tregua, M., Bruni, Roberto |
| Jazyk: | angličtina |
| Rok vydání: | 2023 |
| Předmět: |
value dominant logic
actants value norms and beliefs stakeholder value values hygge axiology Actor-Network Theory wellbeing Value dominant logic Value dominant logic Actants Value Norms and beliefs Stakeholder value Values Hygge a Axiology Actor-Network Theory Wellbeing Norms and beliefs Stakeholder value Values Hygge a Axiology Actor-Network Theory Wellbeing Actants Value |
| Popis: | This study develops the theoretical roots for a management approach that will support organizations and managers in interpreting their role as stimulators of value. It is necessary to consider value in its polysemous meanings as an emergent element and a result of people's interpretation based on norms and beliefs. At the same time, managers conceptualize businesses to create stimuli for the markets and society and favoring the emergence of a positive and sustainable value. Supporting managers’ activity and their decision-making, this study explains how organizations and managers can be driven by norms and beliefs and a purpose to make decisions and assume postures and behaviors capable of stimulating the emergence of positive and sustainable value, creating opportunities for humanity at large; this managerial behavior creates conditions for value creation, and it is framed in Value Dominant Logic (VDL). It considers value as rooted on axiology, actor-network theory, the hygge concept and is deployed through 7 organizational principles deriving from the original 8 VDL principles (Mahajan, 2017); the 7 organizational principles are proposed for developing VDL thinking and advancing it towards making a business purposeful and open to a lifestyle of value for humanity at large. A research agenda is provided that can spawn fruitful research in VDL |
| Databáze: | OpenAIRE |
| Externí odkaz: |
|