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Key research themes
1. How can articulated organizational and individual values enhance strategic value-based management in firms?
This theme investigates the role of explicitly defined and structured organizational values in guiding strategic decision-making, employee alignment, and sustainable competitive advantage. It emphasizes that value-based management (VBM) is not just about financial metrics but integrates deeply-held organizational principles that influence behavior, performance, and responsibility, particularly in volatile and complex markets. The research highlights how managing by values contrasts with traditional management models and how explicit value articulation supports strategic coherence and stakeholder engagement.
Key finding: This paper clarifies that effective management by values (MBV) requires explicit, instrumental organizational values that regulate employee character and relate to wellbeing and ethics rather than survival alone. It... Read more
Key finding: This study argues an evolutionary shift from management by instructions (MBI) through objectives (MBO) to management by values (MBV), highlighting that MBV strategically integrates people management by focusing on shared... Read more
Key finding: This chapter demonstrates that value definitions significantly shape empirical research design in organizational studies, influencing sampling, data collection, and interpretation. It recommends that rigorous conceptual... Read more
Key finding: The paper develops a values-based business management model grounded in Jain ethical principles exemplified in the Awashyak Sutra, showing how values such as non-violence and resource limitation historically governed economic... Read more
2. What are the methodological frameworks to operationalize and benchmark value management in organizational and project settings?
This theme focuses on frameworks, processes, and capability-building mechanisms that enable organizations to measure, benchmark, and enhance the delivery of value from investments and projects. It covers approaches for integrating value-focused thinking into decision-making, benchmarking value management processes across industries, and quantitatively linking value generation to strategic IT and project management, often involving multidisciplinary teams and advanced modeling techniques.
Key finding: The paper introduces value-focused thinking as a proactive decision-making paradigm that begins with articulated fundamental objectives rather than reaction to alternatives. This framework enables organizations to identify... Read more
Key finding: Through longitudinal case studies, this research identifies four integrated IT value management processes—initiative formulation, measurement system design, strategic control deployment, and learning—that together comprise a... Read more
3. How do value-based financial metrics and models influence corporate performance evaluation and strategic decision-making?
This theme addresses the application, limitations, and interrelations of value-based financial performance measures like Economic Value Added (EVA), Market Value Added (MVA), and related financial indicators in assessing corporate worth, stock market performance, and strategic alignment. It includes discussions on financial models, their explanatory power compared to traditional measures, and their usage in target value design and asset management to balance cost control with maximum value generation.
Key finding: This quantitative study finds that while most heavy construction firms generate positive Economic Value Added (EVA) and Financial Value Added (FVA), only a minority demonstrate positive Market Value Added (MVA), indicating... Read more
Key finding: The research analyzing Indian publicly traded firms finds limited evidence that high EVA directly leads to superior stock market performance. It suggests that stock prices are more sensitive to growth expectations and market... Read more
Key finding: This paper establishes, through genetic algorithm clustering, a statistical relationship between EVA and traditional financial analysis indicators in Czech companies. It concludes that EVA serves as a comprehensive... Read more
Key finding: Applying a value analysis model to Target Value Design (TVD) in construction, the study reveals that achieving cost targets does not guarantee full value fulfillment in design. Over time, project value tends to increase more... Read more
Key finding: Proposing a Total Value of Ownership (TVO) model, this paper advances quantification and life-cycle monitoring of asset value beyond cost measures, incorporating condition monitoring data to enable value-informed asset... Read more
4. How is value-based management transforming healthcare and care management to optimize patient-centered outcomes amid system complexity?
This theme explores the transition of healthcare delivery and management towards value-based models emphasizing patient outcomes per cost, integrating evidence-based medicine, care coordination, and addressing social determinants of health. It identifies challenges in care management program fragmentation, lack of unified value metrics, and proposes frameworks for patient-centered, comprehensive, and coordinated care management in complex health ecosystems.
Key finding: The chapter outlines value-based healthcare (VBHC) principles focused on maximizing patient outcomes per dollar spent by reorganizing care around medical conditions and measuring results comprehensively. It emphasizes the... Read more
Key finding: By reviewing care management programs, this paper identifies that without unified patient-centered definitions of success, care management risks fragmentation and inefficiency. It proposes a reframed paradigm acknowledging... Read more
5. How do socio-cultural and institutional factors shape the adoption of quality and value management across national and sectoral contexts?
This theme examines the cultural, institutional, and contextual dimensions influencing value- and quality-based management deployment. It includes cross-cultural studies of quality management practices, the evolution from total cost management to systemic value management under VUCA conditions, and the embedding of value systems in diverse industries such as automotive and construction, highlighting the need for culturally sensitive and stakeholder-inclusive approaches.
Key finding: By applying the GLOBE framework across 21 countries, this study evidences that quality management practices are culture-specific. It finds that soft and hard TQM dimensions interact differently across national cultures,... Read more
Key finding: This conceptual article analyzes disruptive socio-technical forces (e.g., VUCA, sustainability agendas) transforming Total Cost Management (TCM) into a systemic, multi-stakeholder value management discipline. It articulates... Read more
Key finding: Analyzing German automotive OEMs and suppliers, this empirical study finds varying degrees of value-based management (VBM) adoption with OEMs showing stronger commitment. It highlights that stakeholder-inclusive control... Read more