Table 1. Investigated nonfinancial... | Emerald Publishing

Table 1.

Investigated nonfinancial resources

Nonfinancial resources	Description	Key value drivers	Main literature
Employees’ motivation	Enthusiasm, energy level and commitment that an employee brings to the organization on a daily basis	Job reward	Gallus and Frey (2016)
		Career prospects	Belenzon and Schankerman (2015)
		Safety in the workplace	Flammer and Luo (2017), Giannakis et al. (2020); Lisi (2018), Boreham et al. (2016)
		Flexibility	Manzoor (2012)
Stakeholders’ perception	The perceived degree of concern, by stakeholders, toward a company’s strategy and attitude	Partnership	Buysse and Verbeke (2003), Harrison and St. John (1996)
		Loyalty	Freeman (1984)
		Networking	Ackermann and Eden (2011), Porter and Kramer (2006)
		State of employee relations	Hristov and Appolloni (2021), McWilliams and Siegel (2001)
Organizational integration	The extent to which distinct and interdependent agents rapidly and adequately respond and/or adapt to each other while pursuing common organizational goals	Innovation	Hristov et al. (2022c); Loureiro et al. (2020), Palermo et al. (2017)
		Skills	Hristov et al. (2022c); Khan et al. (2016), Fry and Slocum (2008)
		Recruiting	Hristov et al. (2022c); Palermo et al. (2017)
		Information system	Hristov et al. (2022c); Hubbard (2009), Fry and Slocum (2008)
		Monitoring	Hristov et al. (2022c); Hubbard (2009)
Shared organizational culture	Shared values, beliefs, assumptions and practices that guide and inform the actions of all team members	Co-working	Hristov et al. (2022b); Lisi (2018)
		Learning and growth	Hristov et al. (2022c); Searcy (2012), Hussain et al. (2018); Berry et al. (2009), Kaplan and Norton (2005)
		Leadership and soft skills	Hristov et al. (2022c); Hussain et al. (2018), Fry and Slocum (2008)
		Strategic Alignment	Hristov et al. (2022c); Malmi and Brown (2008)

Nonfinancial resources	Description	Key value drivers	Main literature
Employees’ motivation	Enthusiasm, energy level and commitment that an employee brings to the organization on a daily basis	Jobreward	Gallus and Frey (2016)
		Career prospects	Belenzon and Schankerman (2015)
		Safety in the workplace	Flammer and Luo (2017), Giannakis et al. (2020); Lisi (2018), Boreham et al. (2016)
		Flexibility	Manzoor (2012)
Stakeholders’ perception	The perceived degree of concern, by stakeholders, toward a company’s strategy and attitude	Partnership	Buysse and Verbeke (2003), Harrison and St. John (1996)
		Loyalty	Freeman (1984)
		Networking	Ackermann and Eden (2011), Porter and Kramer (2006)
		State of employee relations	Hristov and Appolloni (2021), McWilliams and Siegel (2001)
Organizational integration	The extent to which distinct and interdependent agents rapidly and adequately respond and/or adapt to each other while pursuing common organizational goals	Innovation	Hristov et al. (2022c); Loureiro et al. (2020), Palermo et al. (2017)
		Skills	Hristov et al. (2022c); Khan et al. (2016), Fry and Slocum (2008)
		Recruiting	Hristov et al. (2022c); Palermo et al. (2017)
		Information system	Hristov et al. (2022c); Hubbard (2009), Fry and Slocum (2008)
		Monitoring	Hristov et al. (2022c); Hubbard (2009)
Sharedorganizationalculture	Shared values, beliefs, assumptions and practices that guide and inform the actions of all team members	Co-working	Hristov et al. (2022b); Lisi (2018)
		Learning and growth	Hristov et al. (2022c); Searcy (2012), Hussain et al. (2018); Berry et al. (2009), Kaplan and Norton (2005)
		Leadership and soft skills	Hristov et al. (2022c); Hussain et al. (2018), Fry and Slocum (2008)
		Strategic Alignment	Hristov et al. (2022c); Malmi and Brown (2008)

Source: Authors own creation