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This book provides an easily accessible introduction to the roles that values play in scientific research. It examines case studies from a wide variety of research areas, and it highlights multiple strategies for fostering engagement between stakeholders so that value influences can be identified and subjected to critical scrutiny

This work provides an easily accessible introduction to the roles that values play in scientific research. It examines case studies from a wide variety of research areas, and it highlights multiple strategies for fostering engagement between stakeholders so that value influences can be identified and subjected to critical scrutiny.

Part, I General Aspects of the Table Of Values -- chapter I (xxvi) 1 The Place of Moral Values Among Values in General -- chapter II Moral Value and the End of Action -- chapter III xxviii The Gradation of Values -- chapter IV The Criteria of the Grade of a Value -- chapter V The Problem of the Supreme Value -- part, II The Most General Antitheses -- chapter VI The Antinomic of Values -- chapter VII Modal Oppositions -- chapter VIII Relational Opposites -- chapter IX Qualitative and Quantitative Oppositions -- part, III The Values Which Condition Contents -- chapter X General Character of The Group -- chapter XI Valuational Foundations in the Subject -- chapter XII Goods as Values -- part, IV Fundamental Moral Values -- chapter XIII Moral Values in General -- chapter XIV The Good -- chapter XV The Noble -- chapter XVI Richness of Experience -- chapter XVII Purity -- part, 5 Special Moral Values (First Group) -- chapter XVIII The Virtues in General -- chapter XIX Justice -- chapter XX Wisdom -- chapter XXI Courage -- chapter XXII Self-Control -- chapter XXIII The Aristotelian Virtues -- part, VI Special Moral Values (Second Group) -- chapter XXIV Brotherly Love -- chapter XXV Truthfulness and Uprightness -- chapter XXVI Trustworthiness and Fidelity -- chapter XXVII Trust and Faith -- chapter XXVIII Modesty, Humility, Aloofness -- chapter XXIX The Values of Social Intercourse -- part, VII Special Moral Values (Third Group) -- chapter XXX Love of The Remote -- chapter XXXI Radiant Virtue -- chapter XXXII Personality -- chapter XXXIII Personal Love -- part, VIII The Order of the Realm of Values -- chapter XXXIV The Lack of Systematic Structure -- chapter XXXV Stratification and the Foundational Relation -- chapter XXXVI Oppositional Relation and the Synthesis of Values -- chapter XXXVII The Complementary Relationship -- chapter XXXVIII The Grade and the Strength of Values -- chapter XXXIX Value and Valuational Indifference.

While social work must be evaluative in relation to its diverse areas of practice and research (i.e., values-informed research), the purpose of this article is to propose that values are within the scope of research and therefore research on practice should make values a legitimate object of investigation (i.e., research-informed values). In this article, the fact/value debate in social work research is considered by offering reflection on the history and philosophy of this debate and by offering summary thoughts on how social work must engage with normativity (i.e., the ought, what matters most to people, and how the world and people matter) so the debate moves beyond mere questions about the relevance of values to the questions we ask, the methodologies we engage, the theories we promote, the interventions we support, our engagements with our many and diverse publics, and the investigation of values as causes.

This article explores the process by which formal management systems foster the creation of shared organization values, addressing the basic question: Can workplace values be "managed?" Drawing upon interviews conducted at a Department of Defense installation with civilian employees and managers over a 5-year period, we use comparative case analysis to explore differences in the relationships between installation practices and social values across high-performing and low-performing work units. Our findings suggest that strategic values are motivating to employees to the extent that they reflect employees' internal affective, normative, and task-oriented values, a zone of existing values. Although values management is a social process that results from routine interactions, formal management systems provide opportunities to enhance the social interactions that are motivating to employees. Middle managers play key roles in using formal management systems to integrate the organization's strategic practices with values that derive from employees' societal, cultural, and religious experiences.

Values and the environment -- Utilitarian approaches to environmental decision making. Human well being and the natural world -- Consequentialism and its critics -- Equality, justice and environment -- Value pluralism, value commensurability and environmental choice -- A new environmental ethic? The moral considerability of the non-human world -- Environment, meta-ethics and intrinsic value -- Nature and the natural -- The narratives of nature. Nature and narrative -- Biodiversity : biology as biography -- Sustainability and human well being -- Public decisions and environmental goods

More than a year ago, the front page of the New York Times featured a story on a new workplace trend. Besides laying off thousands of workers, employers have also been resorting to pay cuts, downgrades, and shortened work weeks more often than at any time since the Great Depression. The article went on to tell what happened to Bryan Lawlor, a thirty-fouryear-old airline pilot who lives in Virginia with his schoolteacher wife and their four children. He had been a captain earning $68,000 a year, in line for a promotion raise. But suddenly, he and other captains were demoted to the rank of first officer, automatically cutting their salaries in half. Lawlor's frank description of his emotional reactions to his new financial situation illustrates, in mild form, symptoms of what researchers have called the "normal pathology" of unemployment or other economic falls from grace. Not allowed to wear his captain's uniform or command an airliner, and no longer the major breadwinner in the family, Lawlor feels "diminished." He worries that the mortgage payments may now be unaffordable, and that the children, who have not been told of the change in family finances, will finally notice when Christmas brings many fewer clothes and toys than usual. And it bothers him that he can no longer pick up the check when the family goes out to dinner with his parents. With a solid marriage, supportive relatives, a roof over their heads, and a still decent twoearner income, the Lawlors are not the hardest hit victims of the current recession. But they could be poster children for the economic forces that have made even solid middle class lives far more uncertain and stressful. And the trouble started long before the financial meltdown of 2008. Indeed, the great untold story of the past four decades is the steady erosion of the economic underpinnings of American families, even while the national economy seemed to be thriving.

This article deals with the postmatenalist hypothesis, originally formulated by Ronald Inglehart The hypothesis, stating that new generations in Western societies are moving more and more towards postmatenalist value orientations, is questioned on the grounds that the materialisl / postmaterialist dichotomy may he too rigid to capture the complexity of people's value orientations, and that the value conceptualization may hold a rather limited relevance for young people in present‐day Western societies. A reconstruction of the materialist / postmaterialist value conceptualization is earned out and empirical results from two Swedish national studies, supporting the author's questioning of the original hypothesis, are presented.