Preferences in Business and Corporate Strategies: The Role of Personal Values

  • Hussein Ismail Lebanese American University


This study explored the relationship between 24 personal values and strategic preferences. Data was collected from 137 participants. Through stepwise discriminant analysis, the data were analyzed to reveal that personal values do have a relationship with strategic preferences. In particular, the ‘obedience’ value was more distinctly related to customer-focused business strategies. ‘Courtesy’ was mostly associated with backward integration strategies, while ‘adaptability’ was more related to forward integration strategies. Finally, the findings of this study revealed that diversification strategies were not related to personal values. Keywords: Strategy, Personal Values, Strategic Preferences, Business Strategy, Corporate Strategy To cite this document: Hussein Ismail, "Preferences in Business and Corporate Strategies: The Role of Personal Values", Contemporary Management Research, Vol.12, No.1, pp. 25-46, 2016. Permanent link to this document:

Author Biography

Hussein Ismail, Lebanese American University
Holder of a Ph.D. in Human Resources from the University of Manchester in the UK, and an MA in Strategic Management from the University of Nottingham in UK, Hussein Ismail is a full-time faculty member at LAU where he mainly teaches courses in HR, Strategy, and Family Business & Entrepreneurship. He was a part-time lecturer at the University of Manchester, and a guest speaker at California State University. Hussein Ismail has attended many workshops and seminars on human resource development at the Institute of Development Policy and Management in the UK, and at locations in the Arab world. He had also presented at conferences at the University of Cambridge in UK. Hussein Ismail is also an HR and Strategy consultant for a number of companies.
How to Cite
Ismail, H. (2016). Preferences in Business and Corporate Strategies: The Role of Personal Values. Contemporary Management Research, 12(1).