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Abstract

This intellectual paper addresses the philosophy of the new management paradigm and its applications through "Management by Values" (MBV), an approach rooted in the current needs of the organizational environment. Drawing on the research and practical expertise of Dolan and Michley (2006), the paper examines the Tri-axial Values Model, which encompasses three dimensions: Economic-Pragmatic, Ethical, and Emotional-Developmental. This paper aims to identify the drivers behind the adoption of this model, noting that while values were once dismissed by managers as "too soft" for serious management consideration, they have now become a central pillar of contemporary management trends (Dolan & Garcia, 2002; Dolan et al., 2003). The MBV concept has spread with remarkable speed across emerging global economies, such as Spain and Brazil, serving as a primary catalyst for re-engineering and sustaining competitive culture. For instance, Telefonica, one of Spain's largest private corporations with approximately 184,000 employees, has overhauled its vision, mission, and guiding principles using the MBV framework. Even in Cuba, despite significant economic damage from the US embargo and ongoing ideological debate, the government has mandated MBV for all senior managers in state enterprises, developing extensive training programs to foster commitment to this philosophy. The question of why these changes have occurred—and why American and Anglo-Saxon firms have been slower to adopt them—remains complex, tied to a multifaceted mix of corporate objectives, the personal perspectives of owners and managers, and subjective administrative conditions. Nevertheless, the global landscape is witnessing a distinct shift in management focus toward MBV, fueled by societal demands for high professional accountability alongside an increased emphasis on quality and customer centricity (Dolan et al., 2004). In an era characterized by high uncertainty and escalating complexity, managers can no longer avoid these challenges; instead, there is an urgent necessity to confront complexity by acquiring new skills rooted in complexity theory, paradox, chaos, and systems thinking (Dolan et al., 2003). It has become increasingly evident that true progress for any entity—whether an individual, organization, or society—is no longer measured by being "bigger, richer, or faster," but by the capacity to understand internal complexity and simplify interactions between entities. Failure to move in this direction serves as a critical warning for management to act before disaster strikes.

DOI

10.33095/jeas.v13i48.1241

Subject Area

Managerial

First Page

238

Last Page

343

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