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Academic literature on the topic 'Organizational values'

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Published: 4 June 2021
Last updated: 27 April 2022

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Journal articles on the topic "Organizational values"

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Dobni, Dawn, J. R. Brent Ritchie, and Wilf Zerbe. "Organizational Values." Journal of Business Research 47, no. 2 (February 2000): 91–107. http://dx.doi.org/10.1016/s0148-2963(98)00058-7.

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Scott, Elizabeth D. "Organizational Moral Values." Business Ethics Quarterly 12, no. 1 (January 2002): 33–55. http://dx.doi.org/10.2307/3857647.

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Abstract:This article argues that the important organizational values to study are organizational moral values. It identifies five moral values (honest communication, respect for property, respect for life, respect for religion, and justice), which allow parallel constructs at individual and organizational levels of analysis. It also identifies dimensions used in differentiating organizations’ moral values. These are the act, actor, person affected, intention, and expected result. Finally, the article addresses measurement issues associated with organizational moral values, proposing that content analysis is the appropriate measurement technique to be used for an organization-level conception of moral values.
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Mastenbroek, Willem. "Clarifying organizational values." European Management Journal 8, no. 2 (June 1990): 216–17. http://dx.doi.org/10.1016/0263-2373(90)90089-o.

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Jiang, Zhou. ""Cultural Values, Organizational Trust, and Organizational Commitment"." Academy of Management Proceedings 2015, no. 1 (January 2015): 16089. http://dx.doi.org/10.5465/ambpp.2015.16089abstract.

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Giedraitis, A., R. Stašys, and J. Ramanauskas. "ORGANIZATIONAL VALUES HARMONIZATION PROCESS." Drukerovskij vestnik 3 (February 2016): 89–107. http://dx.doi.org/10.17213/2312-6469-2016-3-89-107.

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Amis, John, Trevor Slack, and C. R. Hinings. "Values and Organizational Change." Journal of Applied Behavioral Science 38, no. 4 (December 2002): 436–65. http://dx.doi.org/10.1177/002188602237791.

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Fischer, Ronald, and Peter B. Smith. "Values and Organizational Justice." Journal of Cross-Cultural Psychology 35, no. 6 (November 2004): 669–88. http://dx.doi.org/10.1177/0022022104270110.

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Hinings, C. R., L. Thibault, T. Slack, and L. M. Kikulis. "Values and Organizational Structure." Human Relations 49, no. 7 (July 1996): 885–916. http://dx.doi.org/10.1177/001872679604900702.

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Leviatan, Uriel. "Values and Organizational Commitment." International Critical Thought 3, no. 3 (September 2013): 315–31. http://dx.doi.org/10.1080/21598282.2013.818091.

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Elizur, Dov, and Meni Koslowsky. "Values and organizational commitment." International Journal of Manpower 22, no. 7 (November 2001): 593–99. http://dx.doi.org/10.1108/01437720110408967.

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Dissertations / Theses on the topic "Organizational values"

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Beagles, Jonathan E., and Jonathan E. Beagles. "Organizational Values and the Network Governance of International Nongovernmental Organizations." Diss., The University of Arizona, 2017. http://hdl.handle.net/10150/625854.

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This study asks the following questions: What explains the governance structures of inter-organizational networks? Are the multiple levels of network governance studied in the public (forms of coordination) and nonprofit literatures (network boards) related or do they respond to different driving influences such a dominant stakeholder group (Brown, Ebrahim and Batliwala, 2012) or the need to balance internal tensions (Provan & Kenis, 2008)? And are the values outlined in a network's vision, mission and values statements related to the governance structures they adopt? From this comparative case study of 41 humanitarian INGO networks, using a mixed methods research design, I find evidence for the following conclusions. First, the structural dimensions of network governance do indeed appear to cluster around two key components, the structure of the network board and a network's form of coordination, and these two dimensions are only loosely related. Second, while a network's form of coordination appears to be most related to internal dynamics related to size and resource disparities within the network; values, as well as philosophical and regional origins combine with age to provide the best explanation for why a network board is structured the way that it is. Although a balanced funding structure does appear to allow some secular networks to decentralize. And only when a network is sufficiently small and homogenous do factors such as the purpose of network coordination appear to impact how it is coordinated. And third, the values expressed by humanitarian INGO networks appear to vary along two dimensions (i.e. their general orientation and their approach to humanitarian action) although these dimensions are generally consistent with a three sector value trichotomy: Aligning with either a market, public or non-profit sector value system. In general, these findings support the propositions from the most recent theories of network governance in both the public (Provan & Kenis, 2008) and nonprofit (Brown, Ebrahim & Batliwala, 2012) literature. However, some extensions are proposed. First, the results of this study support the proposition that a network’s purpose influences the form of coordination it adopts. This contrasts with other empirical tests of this proposition. Second, the detailing of the various network governance characteristics that comprise the general network board structure expand and add clarity to the discussion of network forms. Specifically, how members are represented on a network board appear to be closely related to the purpose of coordination adopted by the network. And finally, nonprofit organizations appear to express values from the market, public and nonprofit values systems. However, each network tends to express a set of values consistent with just one of these value systems. And these values appear to be related to how the network is structured. Specifically, values appear to serve as a filter through which other environmental factors such as philosophical origins, regional culture and the era can influence the structure and functioning of a network. This moves forward the values discussion within these literatures by expressly connecting values to structure, which itself has been linked consistently to issues such as strategy and effectiveness.
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Newland, Sarah J. "Organizational Citizenship Behavior- Individual or Organizational Citizenship Behavior- Organization: Does the Underlying Motive Matter?" TopSCHOLAR®, 2012. http://digitalcommons.wku.edu/theses/1159.

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Organizational Citizenship Behavior (OCB) is considered behavior that benefits others, but is not a part of the employee’s job description. Research has indicated that OCB can be divided into two categories, behavior that is directed towards other individuals (OCBI) and behavior that is directed towards the organization (OCBO). Research has also suggested that there are three different motives behind OCB, impression management, prosocial values, and organizational concern. This study examines the relationship between the motives and the type of OCB that is performed. The results failed to indicate that motives matter in determining which type of OCB is performed. Additionally, participants in all three motives were more likely to engage in OCBO behavior than in OCBI behavior.
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O'Connell, Alec John. "Values, values congruence and organisational commitment." University of Western Australia. Faculty of Business, 2009. http://theses.library.uwa.edu.au/adt-WU2009.0130.

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This study examines the relationship between personal values, perceived organisational values and organisational commiunent. The study builds on the work of Finegan (2000). It is argued that the greater the congruence between a person's personal values and the perceived organisational values of the employing organisation, the greater would be their commitment to that organization. This study examines this issue in a school context, examining the teachers' values and their perceptions of their schools' values. As part of the study a survey was administered to a sample of teachers at eight schools that represented the three main streams within the Australian education system; namely Government schools, independent Christian schools and Catholic schools. In this case, personal values and perceived organisational values were measured using Schwartz's (1991) Values Scale and their congruence was calculated using Savery's (Savery, 1993. 1983, 1981) approach. Commitment was measured using Meyer and Allen's (1990) Organisational Commitment Scale. Perceived organisational support and professional commitment were also measured through Eisenberg's (1986) and Blau's (1985b) scales. The study suggests that teachers' backgrounds have little impact on commitment. It further suggests that personal values have only a minimal effect on continuance conunitrnent, although they have a stronger relationship with affective commitment. While congruence between the two types of values do impact on affective commitment, teachers' perceptions of their organisations' values (irrespective of their own values) are stronger predictors of commitment. Personal values are also shown to affect professional commitment. Although the major focus of the study is to explore the relationship between values congruence and organisational commitment, the results suggest that the most significant predictors of affective organisational commitment are perceived organisational support and teachers' perceptions of organisational values.
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Vogds, Jean C. "Perceptions of organizational values and culture at various levels of an organization." Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001vogdsj.pdf.

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Thomas, Tammara Petrill. "The Effect of Personal Values, Organizational Values, and Person-Organization Fit on Ethical Behaviors and Organizational Commitment Outcomes among Substance Abuse Counselors: A Preliminary Investigation." Diss., University of Iowa, 2013. https://ir.uiowa.edu/etd/4920.

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Numerous research studies have concluded that values drive perceptions, responses to situations, judgments, interactions among people, and behaviors. In addition, studies have found that congruence or agreement between individual values and organizational values can increase job satisfaction and commitment. Minimal research has explored the concept of value congruence between substance abuse counselors and their treatment settings, and its impact on perceived ethical work behaviors and organizational commitment. This study explored how the extent of fit between individual and organizational values impacts ethical work behaviors and organizational commitment of substance abuse counselors.
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Siegruhn, R. "Shared values : the road to reconstruction and success." Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/53053.

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Thesis (MBA)--Stellenbosch University, 2002.
ENGLISH ABSTRACT: Governments and organisations focus their efforts and resources on physical production factors and the skills of their employees. However, in order to focus the resources and skills of an organisation on a specific outcome there needs to be a common and binding set of values. Many empowerment efforts in South Africa have not succeeded and the reasons cited for their failures, concomitantly, have been based on physical production factors and lack of skills. This study will investigate whether a misalignment of values may be the real problem of which the physical production factors and skills were mere symptoms. The Mckinsey 7s Model will be used to structure the analysis and to determine whether the reconstruction, development and empowerment organisations, both successful and unsuccessful, had shared values. The result was that the reconstruction, development and empowerment organisations that were successful had shared values and that the reconstruction, development and empowerment organisations, that were unsuccessful did not have shared values.
AFRIKAANSE OPSOMMING: Regerings en privaat organisasies fokus hulle insette op fisiese produksie faktore en die vaardighede van hul werknemers. Om die insette en aksies van 'n organisasie te fokus op 'n spesifieke uitkoms, moet daar 'n gedeelde en samebindende stel waardes wees. Verskeie bemagtigingspogings in Suid-Afrika was nie suksesvol nie. Die redes wat vir hierdie mislukkings aangevoer word, is gebaseer op die fisiese insette en die gebrek aan vaardigheid van die deelnemers. Die navorsing in hierdie studie is daarop gemik om te bepaal of die gebrek aan gedeelde waardes nie dalk die werklike probleem is nie, en dat die fisiese produksie faktore en vaardigheidsvlakke slegs simptome hiervan is. Die Mckinsey 7s model sal aangewend word om struktuur aan die studie te verleen. Die Mckinsey 7s model sal ook aangewend word om te bepaal of die heropbou-, ontwikkelings- en bemagtigings organisasies, beide suksesvol en onsuksesvol, gedeelde waardes gehad het al dan nie. Die resultate van die studie het daarop gedui dat al die heropbou-, ontwikkelings en bemagtigings organisasies, wat gedeelde waardes gehad het suksevol was en al die heropbou-, ontwikkelings- en bemagtigings organisasies, wat onsuksesvol was nie gedeelde waardes gehad het nie.
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Slaughter, Rodney A. "Tradition and Progress| California Fire Technology Directors Beliefs and Values." Thesis, Pepperdine University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10263725.

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This study explores the basic assumptions, beliefs, and occupational values of California Fire Technology Directors as they influence and socialize the next generation of firefighters entering the fire service. Definitions of industry culture, occupational culture, and organizational culture were applied to the fire service as well as the influence that heritage, traditions, values, meaning, and context play in the socialization process. Research methodology included emic and etic data collection techniques that documented the opinions and observations of the study group. Data from the Organizational Culture Assessment Instrument (OCAI) along with descriptive data collected during an ethnographic interview provides a window to the world of firefighting. Findings show that the beliefs and core-values of the Fire Technology Directors are influencing the next generation of emergency responders. Their ideas and beliefs opens the conversation on how to best adapt the industry to accommodate the incoming generation who own a different set of values, experiences, and beliefs.

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Johnson, Kimberly Michelle Sutton Charlotte. "The influence of organizational values on profitability." Auburn, Ala., 2009. http://hdl.handle.net/10415/1943.

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Evans, Amanda. "SOCIAL WORK VALUES AND HOSPITAL CULTURE: AN EXAMINATION FROM A COMPETING VALUES FRAMEWORK." Doctoral diss., University of Central Florida, 2005. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/3499.

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The purpose of this study is to assess the perceptions of social workers employed in Florida hospitals in relation to the core values of their profession and the alignment of those values within the culture of their current work setting. The conceptual framework for the study was from organizational behavior theory specific to culture, values, and trust. The Competing Values Framework (Cameron & Quinn, 1999) provided a method to distinguish co-existing competing values within an organization. The research findings indicated that 65% of the professional social workers who participated in the study perceived that the core values of their profession are very much in alignment with the written mission statement of their hospital. However, less than half of the respondents (42%) stated the daily business of the hospital strongly reflected the mission statement. The social workers perceived the current culture of hospitals in Florida as being closely clustered among four cultures: clan, adhocracy, market, and hierarchy. However, they would prefer a stronger clan culture and less of a market culture in the future. A large majority (85%) of all respondents communicated that their work assignments allowed them to demonstrate their professional values on a regular basis. However, only 63% stated that they trusted that their hospital valued the knowledge and skills of their profession.
Ed.D.
Department of Educational Research, Technology and Leadership
Education
Educational Leadership
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Santoriello, Anthony John. "Assessing Unique Core Values with the Competing Values Framework: The CCVI Technique for Guiding Organizational Culture Change." PDXScholar, 2015. https://pdxscholar.library.pdx.edu/open_access_etds/2315.

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Extensive research suggests organizations have unique guiding principles, called core values, which play a central role in strategic decision making, sustaining high-performance cultures, and guiding organizational culture change. Although the Competing Values Framework (CVF) has been widely used to identify a standardized set of core values, it has not been used to identify unique core values at a given organizations. Unique core values help to distinguish organizations and drive market success. The present research focused on development of a technique to extend the application of the CVF to identify the core values unique to a given organization. The CVF-based Core Values Identification Technique (CCVI) was developed and empirically tested at three companies. Data collection methods included semi-structured interviews, review of documents, participant observation and the standard CVF-based Organizational Culture Assessment Instrument (OCAI). The data analysis employed grounded theory methods in conjunction with the standard OCAI analysis. The primary research result is the iteratively developed and empirically tested tool, the CCVI Technique. Secondary research results include the identification of unique core values at each of the three participating companies. Lessons learned and the rationale for making modifications to the technique based on the case studies, along with best practices for utilization and opportunities for informing organizational change efforts are discussed.
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Books on the topic "Organizational values"

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Woodcock, Mike. Clarifying organizational values. Aldershot: Gower, 1989.

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Mike, Woodcock, ed. Unblocking organizational values. Glenview, Ill: Scott, Foresman, 1990.

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Scott, William G. Organizational values in America. New Brunswick, U.S.A: Transaction Publishers, 1989.

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Scott, Cynthia D. Organizational vision, values and mission. Menlo Park, Calif: Crisp Publications, 1993.

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Thyssen, Ole. Business Ethics and Organizational Values. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230250932.

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Cartwright, Talula. Setting priorities: Personal values, organizational results. Greensboro, N.C: Center For Creative Leadership, 2007.

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Values shift: A guide to personal & organizational transformation. Rockport, MA: Twin Lights Publishers, 1995.

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Ethics and values in industrial-organizational psychology. Mahwah, N.J: Lawrence Erlbaum, 2003.

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Fundamentals of organizational communication: Knowledge, sensitivity, skills, values. New York: Longman, 1988.

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Fundamentals of organizational communication: Knowledge, sensitivity, skills, values. 5th ed. Boston: Allyn and Bacon, 2002.

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Book chapters on the topic "Organizational values"

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Hanks, Emily Kay, and James Craig Hanks. "Organizational Values." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 4420–28. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_41.

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Mueller, Karsten, and Tammo Straatmann. "Organizational Values." In Encyclopedia of Quality of Life and Well-Being Research, 4525–31. Dordrecht: Springer Netherlands, 2014. http://dx.doi.org/10.1007/978-94-007-0753-5_2031.

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Hanks, Emily Kay, and James Craig Hanks. "Organizational Values." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–9. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31816-5_41-1.

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Mueller, Karsten, Tammo Straatmann, and Svenja Kristina Schumacher. "Organizational Values." In Encyclopedia of Quality of Life and Well-Being Research, 1–13. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-319-69909-7_2031-2.

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Thyssen, Ole. "Values." In Business Ethics and Organizational Values, 87–108. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230250932_6.

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Barrett, Richard. "Organizational democracy." In The Values-Driven Organization, 184–91. Second Edition. | New York, NY : Routledge, 2017. |: Routledge, 2017. http://dx.doi.org/10.9774/gleaf.9781315558530_18.

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Jiwani, Bashir. "Synthesize Values (optional)." In Good Organizational Decisions, 35–37. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-33401-7_5.

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Parra Luna, F. "Organizational Efficiency and Values." In Wisdom, Knowledge, and Management, 205–24. New York, NY: Springer New York, 2006. http://dx.doi.org/10.1007/978-0-387-36506-0_12.

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Singh, N. K. "Understanding Organizational Culture: Values." In Management for Professionals, 55–61. New Delhi: Springer India, 2012. http://dx.doi.org/10.1007/978-81-322-0469-5_9.

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Hawryszkiewycz, Igor Titus. "Organizational and Business Values." In Transforming Organizations in Disruptive Environments, 53–68. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-1453-8_4.

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Conference papers on the topic "Organizational values"

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Lovrenčić, Sandra. "Knowledge Management as a Facilitator of Organizational Change." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.82.

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Natural, social, political, technological and economic environment of an organization constantly change making timely and relevant information and knowledge critical for competitive advantage and business success. Such constant changes can cause disruption and with it need for adaptation of business models, digital transformation and improvement of knowledge management systems. Digital business and digital workforce are being even more accentuated with ongoing epidemic and new information technologies emerge to help organizations in achieving their goals. Information technology is an important element of knowledge management that supports its processes of creation, acquisition, storage, sharing and application of organizational knowledge. Other important elements, or classic pillars, are organization, leadership and learning. They all include people and people really are key enablers of development and progress. Technology, processes and people in organization are intertwined;:they change and are changed by each other, and are specific for each organization. Knowledge management makes use of those connections to foster organizational change, but is also influenced and changed by them.
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Anđelković, Maja, Marjan Marjanović, and Michail Pappas. "Organizational Socialization as Part of Knowledge Management." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-442-2.1.

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Socialization is a process during which we learn and adopt knowledge about rules and norms of our culture and through which we are enabled to collaborate with other social subjects. Individuals are socialized into an organization or a group by the method that is in its foundation the same as the method of socialization into society. As an individual becomes employed by an organization he becomes a part of that same organization, helps in the organization achieve its objectives, but also becomes a part of the community consisting of all the employees and executives, and this is where the theory of organizational socialization derives from. Organizational socialization is a responsibility of the management. Managers have the assignment to present new members of their organization with optimal information about rules and regulations, so they are able to fit into their organization in a most efficient way. This means that the manager is the main authoritative and creative body in creation and implementation of a successful organizational socialization tactics, because successful socialization of new employees means rise in productivity, and that rise in productivity should be the end objective of every successful manager.
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Al Marzouqi, Y. "Organizational Core Values." In SPE International Health, Safety & Environment Conference. Society of Petroleum Engineers, 2006. http://dx.doi.org/10.2118/98755-ms.

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Ma, Xue. "Organizational values: A review." In 2009 ISECS International Colloquium on Computing, Communication, Control, and Management (CCCM). IEEE, 2009. http://dx.doi.org/10.1109/cccm.2009.5268078.

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Jednak, Sandra. "Adapting Business to Sustainable Development and New Technology." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.81.

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Different internal and external causes make differences in doing business. Changes within an organization may be caused by mergers and acquisitions, crises, organizational culture, and application of new technology, but also by external changes such as sustainable development, digitalization, and COVID19. Changes in business environment affect the change in behaviour, competencies and values as well as in business activities, all in order to achieve organizational goals. Sustainable development brings sustainable practice into business. Each organization considers economic, social, and environmental dimensions of their business and implementation of ESG (environment, social, and governance) criteria. Digitalization affects business by adapting and combining different technologies that provide the creation of new products/services, processes, decisions, relations between companies, employees and customers, and business performance. There are also relations between the causes. Digitalization impacts sustainability and vice versa. Moreover, sustainable development and digitalization influence how an organization adapts and runs its business.
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Pasquini, Laura A., and Nicholas Evangelopoulos. "Organizational identity, meaning, and values." In the 2015 International Conference. New York, New York, USA: ACM Press, 2015. http://dx.doi.org/10.1145/2789187.2789198.

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Weech, Shelton. "Analyzing Organizational Values Over Time." In SIGDOC '20: The 38th ACM International Conference on Design of Communication. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3380851.3416760.

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Gašperlin, Blaž, Andreja Pucihar, and Mirjana Kljajić Borštnar. "Influencing Factors of Digital Transformation in SMEs – Literature Review." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.17.

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Digital transformation refers to the process of redefining the way enterprises do business using digital technology. It changes existing organizational processes within and between organizations. The transformation affects all organizations, but poses a particular challenge for small and medium-sized enterprises. To begin a digital transformation process, enterprises must first be aware of the factors influencing the transformation, so they can further develop their digital maturity roadmap and continue the digital transformation process. In this paper, we aim to identify the most important internal and external factors that guide the digital transformation process and the dominant theories behind them. The findings suggest that organizational factors, together with technology and environment, may provide a comprehensive view of digital transformation. The results also showed that data and its quality are increasingly attracting attention in professional circles and data science communities, but are not yet sufficiently considered in the context of digital transformation.
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Ribič, Timotej, and Miha Marič. "LMX – teorija odnosa med vodjo in zaposlenim." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.58.

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Employees represent a key part of the organization. Their satisfaction has direct effect on co-workers and their productivity. Leader is largely responsible to create general satisfaction in work environment. With organizing, choosing appropriate management concepts and correct approach to his employees, he creates good relationships with colleagues and contributes to the internal culture of the organization. Good interpersonal relationships are thus an important factor in building success in the company and the operation of processes, as they directly affect work performance, organizational climate and organizational culture. Many companies use classic and wellknown leadership styles. Regardless of the chosen style, it is noticed an alienated relationship between the manager and the employee. The issue can be attributed to strict adherence to the set organizational structure and, in connection with this, the expression of the legitimate power of leaders, yet to some extent the problem is in different understanding of leadership, both with individuals and leaders themselves. The newer leadership style, called Leader-member Exchange Theory, focuses on building relationships, mutual respect and trust, and treating employees as co-workers on the same horizontal hierarchical level. The implementation of this style of management can be seen mainly in foreign markets. This approach is not well known or widespread in Slovenia, nevertheless it is noticed in some companies. Based on a case study from the business environment, we studied a company with such leadership in Slovenia.
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Goldbach, Ioana Raluca. "The Flexibility And Efficiency Of Organizational Culture In Organizations." In 2nd Central and Eastern European LUMEN International Conference - Multidimensional Education and Professional Development. Ethical Values. Cognitive-crcs, 2017. http://dx.doi.org/10.15405/epsbs.2017.07.03.33.

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Reports on the topic "Organizational values"

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Buenger, Victoria, Jeffrey S. Austin, Richard L. Daft, and Edward J. Conlon. Predicting Organizational Goals: Competing Values or Contingency Relationships. Fort Belvoir, VA: Defense Technical Information Center, August 1987. http://dx.doi.org/10.21236/ada204997.

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Santoriello, Anthony. Assessing Unique Core Values with the Competing Values Framework: The CCVI Technique for Guiding Organizational Culture Change. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.2312.

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Brooks, David R. Values Based Organizations: How Does the Army Stack Up. Fort Belvoir, VA: Defense Technical Information Center, April 1999. http://dx.doi.org/10.21236/ada363712.

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4

Lamb, Christopher J., and Evan Munsing. Secret Weapon: High-value Target Teams as an Organizational Innovation. Fort Belvoir, VA: Defense Technical Information Center, March 2011. http://dx.doi.org/10.21236/ada540046.

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Kersh, Kevin G. Fired Up by Commitment, Example, and Values: How High-Performance Organizations Develop Leadership. Fort Belvoir, VA: Defense Technical Information Center, April 2002. http://dx.doi.org/10.21236/ada420594.

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Walker, Elizaveta. Aligning Food Environments with Institutional Values: A Mixed Methods Study of Oregon Health Care Organizations. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.7493.

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Nebeker, Delbert M., and B. C. Tatum. An Approach to Measurement of Quality and Productivity for Gain Sharing: Measuring Total Organizational Value. Fort Belvoir, VA: Defense Technical Information Center, March 1996. http://dx.doi.org/10.21236/ada306974.

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Hutson, Vivian T. An Analysis of the Value of IMS Medacom to a Managed Care Organization. Fort Belvoir, VA: Defense Technical Information Center, March 1998. http://dx.doi.org/10.21236/ada373869.

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Kaplan, Steven, Mark Mitchell, and Karen Wruck. A Clinical Exploration of Value Creation and Destruction in Acquisitions: Organizational Design, Incentives, and Internal Capital Markets. Cambridge, MA: National Bureau of Economic Research, April 1997. http://dx.doi.org/10.3386/w5999.

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10

Asif, Vered, and Charles Palus. Exploring shared value: Use inter-organizational networks as a strategy for business success and positive societal impact. Center for Creative Leadership, May 2014. http://dx.doi.org/10.35613/ccl.2014.1024.

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