Value-dominant logic: organizational principles

Abstract

Purpose This paper aims to present the seven organizational principles for developing value-dominant logic (VDL) thinking and advancing it toward making a business purposeful and open to a lifestyle of value for humanity at large. Design/methodology/approach VDL considers value as rooted on axiology, actor-network theory, the hygge concept and is deployed through seven organizational principles deriving from the original eight VDL principles (Mahajan, 2017). Findings 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. 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 VDL. Research limitations/implications A research agenda is provided that can spawn fruitful research in VDL. Practical implications This study develops the theoretical roots for a management approach that will support organizations and managers in interpreting their role as stimulators of value. Social implications The study focuses on the well-being and happiness of all the stakeholders. Originality/value The study developed organizational principles deeply rooted in the VDL.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 15 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.