We make the case that there are four distinct forms of organizational values -espoused, attributed, shared and aspirational. These partial, but related forms encompass variation in temporal orientation and levels of analysis. We use these forms to reveal the dynamic nature of organizational values by delineating the evolution of gaps and overlaps between them. We set out a series of propositions, originating from institutional, organizational and managerial sources to explain the nature of movement between these distinct forms of values and the potential implications for organizational behaviour and performance. Finally, we consider the possibilities of this fine-grained analysis of the organizational values concept for future research.

Social media such as forums, blogs and microblogs has been increasingly used for public information sharing and opinions exchange nowadays. It has changed the way how online community interacts and somehow has led to a new trend of engagement for online retailers especially on microblogging websites such as Twitter. In this study, we investigated the impact of online retailers' engagement with the online brand communities on users' perception of brand image and service. Firstly, we analysed the overall sentiment trends of different brands and the patterns of engagement between companies and customers using the collected tweets posted on a popular social media platform, Twitter. Then, we studied how different types of engagements affect customer sentiments. Our analysis shows that engagement has an effect on sentiments that associate with brand image, perception and customer service of the online retailers. Our findings indicate that the level, length, type and attitude of retailers' engagement with social media users have a significant impact on their sentiments. Based on our results, we derived several important managerial and practical implications.

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This paper develops an inventory and conceptual map of espoused organizational values. We suggest that espoused values are fundamentally different to other value forms as they are collective value statements that need to coexist as a basis for organizational activity and performance. The inventory is built from an analysis of 3112 value items espoused by 554 organizations in the UK and USA in both profit and not-for-profit sectors. We distil these value items into 85 espoused value labels, and these are assessed in terms of their similarity and difference through judgements made by 53 experienced individuals. The resulting conceptual map facilitates the evaluation of values which are espoused at the organizational level, as opposed to aggregations of personal values, an important distinction that is often ignored in the literature. This analysis identifies a number of distinct areas of emphasis occupied by espoused values. In particular, the richness of value labels that relates to broader ethical issues may be aimed at external stakeholder management, but also may have an increasing influence on organizational behaviour as they are embedded into organizational practices. By advancing our understanding of espoused values, through an analysis of those being used in practice, we provide a means by which future research into organizational values and ethical issues can progress.

The paper examines the current state of relationship marketing in the consumer services market. It questions whether relationships are mutually beneficial to suppliers and customers and argues that the relationship is managed by the retailer primarily for their gain whereas the customer might benefit more from alternative, immediate rewards. This leads to a consideration of how value and equity within relationship marketing might be viewed using social psychology as a basis for re‐examining the nature of supplier‐customer relationships. Concepts from branding and brand repertoires are also considered in terms of understanding what type of relationship might be most appropriate for consumers. Two case studies are explored to support the suggestion that some consumers are looking for different types of relationship to those currently on offer. Management must consider carefully what this might imply both in terms of future consumer behaviour and how competitive action between retailers may develop.