This research addresses the management problem identified as a lack of knowledge amongst many higher education leaders on how to properly embed core values into organizational culture. Internal and external stakeholders learn what an institution stands for from the core values, and core values are the foundation on which the mission, strategic planning, decision making, and individual behavior rest. Without embedded core values, no overall compulsory guiding principles exist to which team members and leaders can be held accountable. Still, core values initiatives are often begun but left unfinished. This dissertation enhances managerial knowledge by synthesizing relevant and credible quantitative and qualitative evidence collected through a systematic review process aimed at discovering best practices for inculcating core values in the organizational culture of higher education institutions. The research question guiding this study is, "What are the best practices for embedding core values into the culture of higher education institutions?" It aims to produce recommendations that assist higher education leaders in continuing the core value journey to its conclusion, entrenching core values in the culture of the organization. I use Edgar Schein's model of organizational culture to demonstrate the goal of embedding core values at the level of underlying assumptions in organizational culture. Best practices are identified by which to embed core values at this fundamental level. The research results include 14 best practices that can be deployed to accomplish the task. Leadership as a driving force, leadership style, role modeling, and how leaders engage employees are each essential to the successful embedding of core values. Six of the best practices are referred to as embedding tools. These tools cover a number of operational activities, from hiring methods to resource allocation. They also include, for example, rewards and recognition programs and storytelling. In sum, this research provides a guide that higher education leaders and other leaders can follow to ensure that the articulated core values of an organization become the practiced values of the organization. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]