Arieli, Sagiv, and Roccas’s lead article provides a timely and important review of the role of individual values and their role in organisations. At the same time as identifying several key areas of progress, the review identifies significant gaps. In this commentary, we focus on additional gaps that merit attention. In particular, we highlight a need for greater theoretical clarity in the literature about the concrete ways in which values are instantiated in different organisational contexts, roles, and cultural settings. We argue that the growing importance of values in studies of organisational contexts would be well‐served by more precision in how they are conceptualised and operationalised in studies of organisational behaviour.