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Contribution of the Management System and the Institutional Framework to the Efficiency of Values-Based Management

Case of the Tunisian Food Processing Industry

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Abstract

The present research is an attempt to determine the contribution of the management system and the institutional framework to the efficiency of values-based management (VBM). The interest in the question of efficiency stems from the fact that to grasp this founding principle of management is essential for any effort of evaluation and valuation accompanying the adoption of any type of management. Our choice of an organizational variable as well as an environmental one to explain the phenomenon of efficiency, intends to cover sources of influence, both internal and external to the organization. As such, this study addresses the following question: What is the effect of the management system and the institutional framework on the efficiency of values-based management? The main theoretical and empirical results reveal that these two variables contribute jointly to the efficiency of VBM. More precisely, the empirical results obtained, in particular through the canonical correlation analysis, specify that both variables influence the efficiency of VBM in different degrees, with the effect of the management system being superior. The latter explains the efficiency of the management by the values at a rate of 52.59 %, whereas the institutional framework explains it only up to 25.15 %.

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Fig. 1

Notes

  1. In this paper, we will use values-based management, management by values, approach based on values as equivalent.

  2. This concept was introduced in French ‘A-responsabilité’ by Solé (1997). The writer notes that a person in charge of a company is not spontaneously and naturally responsible. However, it is not irresponsible. He is basically ‘a-responsible’ as he is realistic (Solé 1997, p. 13).

Abbreviations

VBM:

Values-based management

EVBM:

Efficiency of values-based management

MS:

Management system

IF:

Institutional framework

FACMO:

Factor mobilization

FACOP:

Factor opportunity of use

FACDC:

Factor differential contribution

FACETH:

Factor ethics

FACMF:

Factor mode of functioning

FACPR:

Factor procedure of regulation

FACCL:

Factor context legal

FACSR:

Factor sociological referential

FACMA:

Factor market

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Authors and Affiliations

  1. Higher Institute of Technological Studies of Sfax, Sfax, Tunisia

    Wafa Ben Ahmed Naouar

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  1. Wafa Ben Ahmed Naouar
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Correspondence to Wafa Ben Ahmed Naouar.

Appendix 1

Appendix 1

 

Decisions rules and thresholds acceptability

References

KMO index

KMO > 0.6

Carracino and Poujol (2008)

Bartlett test

<10−3

Carracino and Poujol (2008)

Rotation

Varimax

Carracino and Poujol (2008)

Extraction factor criteria

Minimum of variance >60 %

Thiétart et al. (2003),

Carracino and Poujol (2008),

Hair et al. (1998)

Eigenvalue >1

El Akremi (2005),

Carracino and Poujol (2008),

Evrard et al. (1997)

Axes explained by a single factor will not be considered

Carracino and Poujol (2008)

Purification criteria items

Factor contribution >0.5 on a factor and <0.3 on other factors extracted

Communalités >0.5

Carracino and Poujol (2008),

Evrard et al. (1997),

El Akremi (2005)

Calculation of α of Cronbach for each dimension after purification

El Akremi (2005),

Carracino and Poujol (2008)

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Naouar, W.B.A. Contribution of the Management System and the Institutional Framework to the Efficiency of Values-Based Management. J Bus Ethics 135, 787–796 (2016). https://doi.org/10.1007/s10551-014-2503-2

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