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The purpose of this paper is to investigate the mediating effect of practicing core values on the relationship between authentic leadership and work engagement in a Korean corporate environment.

Self-report data on authentic leadership, practicing core values, and work engagement were obtained from 281 employees of three major corporations in South Korea. Structural equation modeling was adopted to analyze the data.

The results revealed a direct and significant influence of authentic leadership on both practicing core values and work engagement. In addition, practicing core values was found to have a partial mediating effect on the relationship between authentic leadership and work engagement.

This study revealed a three-factor model of authentic leadership compared to the four-factor model found in western cultural contexts. Similar findings are indicated for other Asian countries. A rigorous future study is warranted to validate the psychometric structure across different cultural settings. Harman’s single factor test was performed to address the common method variance issue.

Practicing core values functioned as a catalyst for developing authentic leaders. Therefore, it is necessary that organizational development practitioners perform developmental activities to purposefully facilitate practicing core values.

The study falls under the isolated or disregarded researched topic of the practicing core values in relation to authentic leadership and work engagement.

The aim of this article is to introduce a conceptual framework for a corporate brand building process based on core values. The nature, role, and function of core values are considered a central part of the value foundation of a corporate brand. In line with this reasoning, a distinction is also made between three groups of values: organisational values, core values, and added values. This article is based on research into the brand building efforts of more than 50 major companies over a period of ten years. The Volvo case is used as an illustration and places special emphasis on internal processes. The role of the core values in the ten steps of the framework is explored and illustrated. The work is based on first‐hand experiences, interviews, and unique internal strategy documents from Volvo. The discussion defines core values as overarching concepts that summarise the identity of the corporate brand and as guiding lights for the brand building process. Another conclusion drawn from the article is that core values are vital for continuity, consistency and credibility in a value‐creating process. The theoretical and practical implications of using core values as a unifying common thread are discussed in relation to the paradigm of brand orientation.

This paper aims to describe the uncovering of a corporate brand's core values and implications for strategic management of its track record.

The paper examines the specific track records of Volvo, IKEA, IBM, and Scanpump, focusing on core values and how they evolve. Based on multiple sources of evidence, the track records of the case companies emerge as patterns of values that are: perceived externally by customers and non‐customer stakeholders; and rooted internally within an organisation.

Four categories of core values emerge, termed true, aspirational, potential, and hollow.

The Core Value Grid is proposed as a managerially useful model on “how to build true values and avoid hollow values”. In principle, a corporate brand cannot be stronger externally than it is internally. Rooted core values with track records supporting a brand promise represent the essence of a corporate brand, guiding internal and external corporate brand building and management. The foundation of a corporate brand risks being undermined by hollow core values and empty promises.

Throughout the extant studies on Islamic work values, many variations in the concept of Islamic work values were found. This has created some confusions and misunderstandings on what is the core of Islamic work values that is highly emphasized by Islam. The unanimity of Islamic work values is fundamental to Islamic organizations, and businesses in particular, as it indicates ethical, effectiveness and religious reputations of the organizations. This paper aims to identify the core Islamic work values based on Islamic legal texts (the Qur‘an and the Hadith as the two main Islamic sources), the writings of Islamic scholars and then to have experts verify whether or not the identified work values are core Islamic work values.

The paper used a qualitative approach where Islamic legal texts (the Qur’an and the Hadith) as well as the writing of Islamic scholars were used as a main reference to identify the core Islamic work values. These identified core Islamic work values were later verified by the muftīs. The verification assessment involved six muftīs from Malaysia.

The final result revealed that 14 core Islamic work values have been verified by the muftīs. These 14 considered core Islamic work values are essential work values of Islam which are important to achieve effective work performance.

The findings presented are useful for managers and employees in Islamic organizations to decide on what Islamic work values that should be given more precedence and to be practised in their organizations.

This is a novel study that combines two approaches, the Islamic legal texts and muftīs verification regarding the work values obtained that can be accepted as the core Islamic work values. Therefore, these findings can be a guide for many future studies in the area of Islamic work values.

This paper aims to explore the effects of the increased influence of accounting on core values and practices within the services providing home care in Sweden – a public sector setting involving inter‐organisational cooperation.

Case study data were obtained primarily through semi‐structured interviews with managers and front‐line staff involved in home care.

When accountingisation is extended to include inter‐organisational cooperation, a form of heterogeneous accountingisation occurred in the home care services: an internal domain (with a low level of accountingisation) could be differentiated from an inter‐organisational domain (with a high level of accountingisation). When the accounting‐induced disturbances intensified, there was a redefinition of core values. In the internal domain, core values of pensioner‐oriented focus and flexibility during service delivery persisted. In contrast, in the inter‐organisational domain, core values had the legal boundaries of the organisation as their central foundation, standardisation was emphasised, and inter‐organisational work practices were defined as the other organisation's responsibility. The findings also extend the research on absorption groups by indicating the rise of a new type of absorption process. Absorption was not undertaken by a few individuals, specialist work groups or satellite organisations, as described in the literature; instead, all front‐line welfare professionals were involved in absorbing the accounting‐induced disturbances when performing their tasks.

This case study research is context‐specific and the meaning and consequences of accountingisation may differ within the public sector because of the status and strength of professional groups concerned.

To date, research on accountingisation has primarily employed an intra‐organisational perspective. This paper analyses accountingisation in an inter‐organisational setting.

The purpose of this paper is to investigate the determinants of employees' core value behavior. For service brands, employees are most likely the most important vehicle in building and communicating brand core values. The paper aims to draw on two related theories on motivation to understand the basic psychological mechanisms involved, and to propose a set of hypotheses on determinants of core value behavior.

In order to test the proposed model, a survey was conducted among employees in a Scandinavian bank. Regression analyses were used to test the proposed hypotheses.

Supportive of the hypotheses, the study data suggest that attitude towards core values and role model behavior are significant determinants of core value behavior. Moreover, employee role satisfaction is found to be a key moderator of such behavior. Attitudes towards the values affect behavior only for less satisfied employees, whereas role model behavior influences behavior only for highly satisfied employees.

The findings provide clear managerial implications in terms of how to stimulate core value behavior for employees both high and low in role satisfaction.

The present study introduces the concept of core value behavior (CVB) and represents the first empirical investigation on determinants of CVB for services brands. The study offers novel theoretical and empirical insight to an important, yet understudied topic in service marketing.

The purpose of this paper is to assess the heritage values of two case study sites in the Kathmandu Valley using a living heritage approach by emphasising the role of the core community. The core community in a living heritage site is the community that created the site and maintained it over centuries, and will continue to do so into the future while adapting to change. Understanding the value of a site is important for the conservation of heritage because values help shape decisions on conservation. Assessment of heritage values helps to identify the values associated with heritage sites.

A case study approach was employed for the research. Questionnaire surveys were conducted with the core community and stakeholders. Surveys of the stakeholders looked for any difference in opinion between them and the core community. The empirical data were collected at two living heritage sites located in Kathmandu and Lalitpur in Nepal.

The findings of the paper provide insights for the conservation of living heritage in the Kathmandu Valley. It shows how the community perceives and assesses the significance of heritage sites. It also shows the values considered important by the core community and stakeholders, and the values that have changed over the years. Aesthetic and architectural values were ranked high by the core community.

The approach employed was adopted to assess heritage values by the core community. A living heritage site is dependent on the core community, so their perception of heritage value is important and should be the basis of conservation of living heritage. This paper provides a framework for conserving and managing heritage sites by the core community with support and guidance from wider community members and government authorities.

The purpose of this paper is to explore the brand core and its management over time. The aim is to develop a framework for managing the core of a brand for continuity and change.

A longitudinal case study of the Volvo brand’s core and its management serves as the empirical basis for a qualitative analysis of the “brand core” using rhetorical perspectives.

The management of the brand core for both continuity and change is an unsolved paradox in strategic brand management literature and practice. Existing conceptualisations offer little or no guidance regarding managing a brand’s core over time. The Volvo brand has evolved by adding and shifting mindsets, which has kept its core surprisingly stable.

The new framework mitigates a paradox and, by defining the brand core as a point of reference, allows for brand management to address both continuity and change and consider a range of stakeholders while doing so. The integration ofs rhetoric into the framework makes it applicable to product, service and corporate brands, or indeed anything that can be considered a “brand”. The brand core is defined as “an entity of core values and a promise”.

By shifting perspectives on a brand’s core over time, change and development are stimulated while preserving its inner values and promise.

The brand core framework integrating rhetoric theory was supported by a longitudinal case study to resolve a strategic brand management paradox.

The concept of learning organization has been inspiring both public and private sectors since the early 90s. This paper discusses the implementation of learning organization ideas along with the organization’s core values at one of the public universities in Malaysia. The purpose of this paper is to identify the components of core values that support the development and maintenance of learning organization ideas. It also aims to examine the potential integration of the learning organization idea with organizational core values.

The study analyses the application of learning organization principles based on Örtenblad’s (2002) four understandings of learning organization, which are organizational learning, learning at work, learning climate and learning structure, along with the five core values initiatives at the university.

This study suggests that the university core values and the learning organization idea work harmoniously with each other. This paper provides examples of the application of the learning organization idea and the core values attribute and how both fit into each other in one of the Malaysian public universities. A learning organization–core values matrix is proposed at the end of the paper.

This research uses the specific case of organizational core values that are established based on Islamic principles. Opportunities for further research can be a study of learning organizations in other core values environment and also from a different belief system.

Learning organization is relevant and in harmony with Islamic environment.

The paper provides real examples of learning organization practices within the core values agenda in a Malaysian university.

The purpose of this literature review was to explore to what extent quality management (QM) and nursing science offer complementary perspectives to provide better quality care, by looking at QM core concepts and tools.

A systematic literature review was conducted. Papers published in academic journals between January 2013 and December 2019 were included. A deductive content analysis was chosen using QM core values as an analytical framework.

The results showed that QM core values, methodologies and tools were found in the reviewed articles about intensive care unit (ICU) transitional care. The results indicated that core values in QM and the core competencies within nursing science in ICU transitional care are mutually dependent upon each other and exist as a whole. ICU transitional care is, however, a complex interpersonal process, characterized by differences in organizational cultures and core values and involving multidisciplinary teams that collaborate across hospital units. The QM core value that was least observed was committed leadership.

Combining QM and nursing science can contribute to a deeper understanding of how to improve the ICU transitional care process by bringing complementary perspectives.

The included articles portray how QM is applied in ICU transitional care. Implications for future research focus on enhancing the understanding of how QM and nursing science can bring complementary perspectives in order to improve ICU transitional care and how QM values, methodologies and tools can be used in ICU transitional care. Committed leadership and team collaboration in ICU transitional care are areas that call for further research.

The findings contribute to the body of literature by providing important insights in terms of how QM core values, methodologies and tools are present in research about ICU transitional care and how the two research subjects, namely, QM and nursing science, bring complementary perspectives.