Dissertations / Theses: '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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Mokadem, Abdelhafid. "The impact of individual values, organizational values and their interaction on attitudes, behaviour and organizational performance : the case of Algeria." Thesis, Cardiff University, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.329629.

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Tice, Lauren. "Working values : an analysis of language policies and their alignment with organizational values." Thesis, Manhattan, Kan. : Kansas State University, 2010. http://hdl.handle.net/2097/4192.

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Muniz, Elizabeth Jimenez. "The Role of Cultural Values in Organizational Attraction." Doctoral diss., University of Central Florida, 2007. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/3855.

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The United States' (U.S.) workforce is more diverse than in previous decades in terms of race, gender, and native language (Fay, 2001). Such demographic shifts have changed how organizations attract applicants and how they motivate, reward, and retain employees (McAdams, 2001). Furthermore, organizations benefit from diversity by: (a) attracting the best talent available in the workforce (Cox, 1993), (b) increasing their product marketability to customers (Deshpande, Hoyer, & Donthu, 1986; Redding, 1982), and (c) fostering creativity, innovation, problem solving, and decision making in employees (Thomas, 1999; Thomas, Ravlin, & Wallace, 1996; Watson, Kumar, & Michaelsen, 1993). Given such benefits, organizations should attend to initiatives that facilitate the attraction of applicants from diverse backgrounds. Research has demonstrated that applicants use information about human resource systems, such as rewards, to form judgments about the perceived fit between them and the organization (Bretz & Judge, 1994; Schneider, 1987). For instance, organizations with policies accommodating work and family issues attract applicants preferring such benefits. Because reward systems influence applicants' opinions about the relative attractiveness of organizations (Lawler, 2000), it is important to determine the factors that influence such preferences. Motivation theories, such as the Theory of Reasoned Action, suggest that preferences toward reward systems are guided by individuals' values (Fishbein & Ajzen, 1975; Vroom, 1964). Such values, in turn, cause differences in reward preferences and organizational attraction. The purpose of this study was to investigate the relation of individuals' cultural values to the attraction of organizations offering different kinds of reward systems. More specifically, it sought to test three hypotheses. Hypothesis 1 predicted that there would be a two-way interaction between collectivism and the type of organization on organizational attraction. Hypothesis 2 predicted that there would be a two-way interaction between individualism and the type of organization on organizational attraction. Hypothesis 3 predicted that there would be a positive relation between collectivism and subjective norms used in organizational attraction. To test the three hypotheses, data from 228 participants were analyzed to evaluate their level of attractiveness to two different types of organizations (i.e., career-oriented vs. family-oriented). Findings for the test of Hypothesis 1 indicated that there was a joint effect between collectivism and the type of organization on organizational attraction. The slopes of the regression lines for each type of organization (i.e., family-oriented and career-oriented) differed as a function of collectivism. The slope of the regression line for the family-oriented organization was steeper than the slope of the regression line for the career-oriented organization. Results for the test of Hypothesis 2 indicated a joint effect between individualism and the type of organization on organizational attraction. The slopes of the regression lines for each type of organization (i.e., family-oriented and career-oriented) differed as a function of individualism. The slope of the regression line for the career-oriented organization was steeper than the slope of the regression line for the family-oriented organization. Findings for the test of Hypothesis 3 showed that collectivism was related to subjective norms. Results indicated that the more collective the individual, the higher the subjective norms. In addition, supplementary analysis showed that individualism was not related to subjective norms. Taken together, results from the tests of the three hypotheses support components of the Theory of Reasoned Action, and the premise that values are a factor related to an individual's attraction to a particular organization. The current study showed that the cross-cultural values of individualism and collectivism help predict organizational attraction. Based on these results, practical implications, contributions to theory, study limitations, and future research are discussed for designing organizational attraction strategies for a culturally diverse workforce.
Ph.D.
Department of Psychology
Sciences
Psychology PhD

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Trail, Galen Talbott. "Intercollegiate athletics : organizational goals, processes, and personal values /." The Ohio State University, 1997. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487947501136163.

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Persson, Jenny. "Basic values in software development and organizational change." Licentiate thesis, Uppsala universitet, Avdelningen för människa-datorinteraktion, 2003. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-86145.

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This thesis is to be seen as a preliminary version of my doctoral thesis. It deals with problems concerning how our basic values influence development processes, mainly within the areas of software development and organizational change. Two main foci are presented, one theoretical and one empirical. The theoretical focus deals with the question: Is there objectivity in the theoretical framework, the knowledge and the experience on which the choices of strategies are based? The empirical focus deals with the question: How can knowledge about healthy work, usability and organizational matters be put into practice in the organizational and software development process? The preliminary conclusion shows that, when put under pressure, basic values are often clearly evident, though not necessarily evident to the individual herself. The will to grasp at models or methods that follow contemporary trends increases as well. In the end, time and money control the process, and all the magnificent ideas of a system built for a better work environment have soon faded away. This loss reflects the basic values in the organization, as well as it reflects a lack of awareness of the consequences of different strategic decisions.

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Issah, Mohammed. "Communication of Organizational Values to Staff through Non-Formal Educational Activities: The Case of Not-For-Profit Organizations." Bowling Green State University / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1276876720.

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Kallestad, Tommy. "Social Work Values : Empowerment, organizational values & professional doxa inside the social work field." Thesis, Mälardalens högskola, Akademin för hälsa, vård och välfärd, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-55153.

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This study explores the field of social work values in the social work profession. The aim of the study is to explore how social work values are related to empowerment practices and organizational structures inside the social work field. By using the perspective of empowerment and professional doxa these structures inside the social work field are explored in interviews with nine social workers. These nine interviews show how social workers relate to values insides their profession, how empowerment practices are done, and what kind of organizational conflicts social workers may experience. By using the perspectives of empowerment and professional doxa the interviews been analysed and connected to both local and global concerns for the social work field. Many professional conflicts were found by taking these perspectives that are discussed in this study, as for example role conflicts social workers could experience. Other conflicts were those of structural failures that caused harm to client contacts and economic factors that were deemed more important for organizations than good client outcomes.

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Razavi, Tiffani D. B. "Values and occupational stress : the role of individual-organizational value congruence in the workplace." Thesis, University of Oxford, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.342619.

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Lellis, Julie C. Boynton Lois A. "Voiced values communicating a local organizational identity for disability /." Chapel Hill, N.C. : University of North Carolina at Chapel Hill, 2007. http://dc.lib.unc.edu/u?/etd,1449.

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Thesis (Ph. D.)--University of North Carolina at Chapel Hill, 2007.
Title from electronic title page (viewed Apr. 25, 2008). "... in partial fulfillment of the requirements for the degree of Doctor of Philosophy in the School of Journalism and Mass Communication." Discipline: Journalism and Mass Communication; Department/School: Journalism and Mass Communication, School of.

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Lashley, Brandon Christopher. "Communicating Community at Tesla Motors: Maintaining Corporate Values in Blogging Communities." Thesis, Virginia Tech, 2017. http://hdl.handle.net/10919/78222.

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Knowing how organizations engage employees can help researchers and practitioners better understand how to effectively communicate and engage employees to create an efficient and collaborative work environment. This research sought to discover if Tesla Motors strategically communicated values from its Master Plan through company blogs to create an imagined community. The theory of imagined communities provided the theoretical foundation. This research used a content analysis of words and phrases within Tesla's Master Plan and 2015 corporate blog. Although the blog provided some indication that it was communicating values, this study concluded that the Master Plan did not provide enough value information to support a strategic imagined community. This study does, however, imply that imagined communities can be used in public relations research.
Master of Arts

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Rushworth, Susan. "The what, why and how of organizational values a study of the interpretation and implementation of organizational values within fast-growing Australian companies /." [Hawthorn, Vic.] : Swinburne University of Technology, 2008. http://hdl.handle.net/1959.3/42570.

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Thesis (PhD) - Australian Graduate School of Entrepreneurship, Swinburne University of Technology - 2008.
[Submitted as partial fulfilment of the requirements for the degree of Doctor of Philosophy], Australian Graduate School of Entrepreneurship, Swinburne University of Technology, 2008. Includes bibliographical references (p. 225-238)

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Trevan, Catherine. "The competing values framework : the interaction between gender, organizational culture, managerial competencies and organizational performance /." Title page, table of contents and abstract only, 1991. http://web4.library.adelaide.edu.au/theses/09ARPS/09arpst8118.pdf.

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Li, Jiahui. "Employees' values, organizational communication climate, and organizational commitment : a study of multinational corporations in China." HKBU Institutional Repository, 2008. http://repository.hkbu.edu.hk/etd_ra/923.

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Charleton, Daralyn. "Perceptions of organizational values in the change management process a case study : a thesis submitted to Auckland University of Technology in partial fulfilment of the Master of Business, 2004." Full thesis. Abstract, 2004.

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Gill, Harjinder K. "The relation between values and organizational commitment, a multidimensional perspective." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape10/PQDD_0003/MQ42145.pdf.

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Overbeek, Leonie. "Values, communication and leadership : an organizational perspective on their relationship." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52603.

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Thesis (MPhil)--Stellenbosch University, 2001.
ENGLISH ABSTRACT: When examining organizational values, communication and leadership, how can the relationship between them be defined? This thesis approaches the problem by examining the literature in this field during the past ten years that deals with these three concepts both in theory and in practice. The relationship postulated to exist is defined as one in which leaders are being challenged to communicate the values of the organization in order to focus its members and the organization to a common purpose. An organization that shares a common values system is more successful than one without a coherent values system, and when these values are aligned to values acceptable to society the organization may be perceived as acceptable and thus attains a certain legitimacy. Leaders who share the value systems of their subordinates are similarly accepted and legitimised. The mutual resonance between the values communicated by leaders and those embodied in the organization is crucial, since a discrepancy leads to distrust of the messages being communicated with concommitant loss of effectiviness. Effective communication is, after all, the cornerstone of the organization as it is only through communication that the purpose of the organization can be shared and realized. Leaders in organizations can thus use the knowledge of the existence of such reso~ance to effectively communicate their vision to their subordinates; to disseminate the values of the organization and to enable the organization to grow and prosper.
AFRIKAANSE OPSOMMING: Wanneer die konsepte van organisatoriese waardes, kommunikasie en leierskap ondersoek word, word die verhouding tussen die konsepte moeilik gedefinieer. Hierdie tesis benader dié probleem deur 'n studie te maak van die literatuur wat die afgelope tien jaar gepubliseer is waarin of een of al drie hierdie konsepte beide in teorie en in die praktyk bespreek is. Die postulering word gestel dat daar 'n verhouding bestaan waarin leiers uitgedaag word om die waardes van die organisasie te kommunikeer om sodoende die lede van die organisasie en die organisasie self op 'n gemeenskaplike doelwit in te stel. 'n Organisasie waarin daar 'n gemeenskaplike waarde sisteem heers is meer geneig na sukses as een daarsonder, en wanneer so 'n waarde sisteem in lyn staan met die waardes wat deur die gemeenskap aanvaar word, word die organisasie as legitiem en aanvaarbaar waargeneem. Leiers wat die waarde sisteme van hulle volgelinge deel word op soortgelyke wyse aanvaar en gelegitimiseer. Die wedersydse resonansie tussen die waardes wat deur leiers gekommunikeer word en dié wat in die organisasie vervat word is van kritieke belang, aangesien 'n diskrepansie kan lei tot 'n vertrouensverlies in die boodskap en gevolglik tot 'n verlies aan effektiewe kommunikasie. Effektiewe kommunikasie is die basis van die organisasie, aangesien dit slegs deur kommunikasie is dat die doelwit van die organisasie gedeel en gerealiseer kan word. Leiers in organisasies kan gevolglik die kennis van die bestaan van so 'n resonansie gebruik om op 'n effektiewe manier hulle visie aan hulle onderlinge te kommunikeer; om die waardes van die organisasie te versprei en om die organisasie se groei en sukses te bevorder.

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Ren, Run. "Quality of supervisor-subordinate relationship, cultural values, and organizational justice." online access from Digital Dissertation Consortium, 2007. http://libweb.cityu.edu.hk/cgi-bin/er/db/ddcdiss.pl?3296523.

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Argabright, Karen Jane. "Assessing Organizational Values Within The Ohio State University Extension System." The Ohio State University, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=osu1338339287.

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Choudhury, Sabrina. "Organizational values at Swedbank : A comparative study of the Central region." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-157880.

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In this thesis, the author strives to examine commitment to organizational values at Swedbank – the Central region through a longitudinal study at three different organizational levels (regional management team, branch manager and assistant branch manager) and this by a broader perspective. In order to gain a better understanding of the chosen subject the study proceeds with a theoretical framework that is concentrated to commitment to organizational values and three factors that might affect this commitment, namely; education, employment time and organizational function. Furthermore, a qualititative approach was used to collect the empirical data consisting of interviews. The purpose of this thesis is to closely examine how three managers at different organizational functions have worked with the organizational values and their employees’ commitment to the values during the last year by studying the three variables; education, employment time and organizational function. The conclusions highlights education and organizational function as two factors that have gained more focus in the managers work with committing their employees to the values. Education plays a crucial role since the manager’s uses similar approaches to some extent but also other methods. The regional management team stands out due to the group reflections. The branch manager is also using a somewhat more unique approach, monthly dialogues. Since the three organizational values; open, simple and caring are not explicitly defined, and are more generally stated there is room for interpretation and education is argued to be the solution for this issue. The importance of organizational function is highlighted in different aspects- balancing hard and soft goals and also the importance of leaders - delegation of responsibility. Regarding the factor employment time, the three interviews were united in this question. No employee has yet displayed a lack of commitment. However, those who have incorporated the values in a good way have done this in a personal way.

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Threlkeld-Sullivan, Arielle. "OD practitioner values and the impact on environmental behavior." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10142045.

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Organization Development has the potential to play an active role in supporting environmental change initiatives. This study explores the values of a group of OD practitioners who are working with environmental concerns as a consideration in their practice. Nine qualitative interviews were conducted to explore values and surface factors that have influenced those values. The Schwartz Value Questionnaire (SVQ) and the Nature Relatedness Scale were administered to better understand practitioner values. Elements of self-transcendent values were revealed amongst practitioners through both quantitative and qualitative methods. In addition, these practitioners scored higher than the average population on Nature Relatedness. This study supported research, which linked an individual’s self-transcendent values to feelings of environmental concern. This study also supported research by Schein (2014), which showed that certain experiences shaped ecological worldviews of sustainability leaders over their lifespan. OD has an opportunity to enable more of its students and practitioners to adopt this ecological worldview and gravitate towards leveraging OD expertise in the environmental sustainability space.

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Kondaveeti, Srinivasa Kiran, and Andreas Kostoulas. "Successful Organizational Innovation and Key Driving Factors." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-17295.

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The aim of the thesis is to discuss the key driving factors influencing the success of innovation in high-tech firms based in Sweden. The thesis will discuss key determinant factors and how those factors are connecting with each other. Organizational innovation and Organizational culture relationship have been under research for many years. The success of organizational innovation can be captured by various factors. Similarly, the organizational culture can be captured by different factors. During the research process, we came across various theories and this thesis is based on Rao and Weintraub (2013) developed model. The model provides six building blocks with determinant factors as a foundation for the successful innovative organizational culture. The six major building blocks or factors are Values, Behaviours, Climate, Resources, Processes, and Success (Rao & Weintraub, 2013). The purpose of the study is to define the hypothetical relationship between some of the six major factors which drives the successful innovation in the organization. The authors have developed a model for successful organizational innovation based on their hypotheses. It will be a matter of great interest to reflect upon the employee's feedback regarding those factors that influence firm’s organizational culture and successful innovation. The model was analyzed using the results of the survey in which 230 employees participated from Swedish based high-tech firms, using Structural Equation Modelling (Hair et al, 2010). The research results reveal some of the key contributors towards the successful organizational innovation and the relation between the factors for the successful organizational innovation. The factor successful innovation is strongly dependent on the innovation processes factor and this is followed by some more relatively moderate contributing factors such as the leaders’ behaviours, and the organizational resources. The study reveals that there is a strong relation between the innovation success and the innovation processes. The innovation processes factor is positively connected to the organization values, the leaders’ behaviours, and the organization resources. The organization climate is weakly connected to the innovation processes as represented by the data sample collected which needs to be further investigated. The model identified in the thesis gives an understanding of how the six factors are connected to drive the successful organizational innovation.

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Klemets, Emelie, Azra Blazevic, and Agevall Anna Svensson. "Internal Branding : Understanding Brand Values." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-19242.

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Purpose- The purpose of the study was to investigate how employees perceive and understand their company brand values. The aim was to show the importance of internal branding when communicating brand values in an organization to employees. Design/methodology/approach- The methodology used in this research was a quantitative survey study. Three warehouses were chosen for the study, in Älmhult, Helsingborg and Malmö. The sample was 129 employees and questionnaires were handed out to them. The data from the questionnaires were analyzed in the data program SPSS. Findings- Result from the study shows that the employees have a good understanding and share a mutual perception about the brand values. Although the employees have good knowledge the study shows that they are not committed on a personal level to the brand values. Since internal branding is about implementing the brand values with the employees the result shows that the internal branding is not as embedded as it should be in the organization. Research limitations and implications- Due to the timeframe given, the research was a cross- sectional study. A suggestion for future research is to do a longitudinal design in order to see changes over time. A theoretical implication is given to the two concepts of brand citizenship behavior and brand commitment since the results in this research are different from other studies. For the managerial implications, the commitment to the brand should be taken into consideration in the internal branding process. Originality/ value- The value that this study brings is to the internal branding process by showing the lack of brand commitment even though the knowledge about the brand values are high.

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Järvensivu, Timo. "Values-driven management in strategic networks : a case study of the influence of organizational values on cooperation /." Helsinki : Helsinki School of Economics, 2007. http://aleph.unisg.ch/hsgscan/hm00180226.pdf.

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Strandberg, Malin. "Förmedling och förankring i organisationers värdegrundsarbete : En intervjustudie ur ett sociokulturellt perspektiv." Thesis, Södertörns högskola, Pedagogik, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-32001.

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The study has aimed to investigate how Human Resources (HR) and management are working to mediate and anchor values in organizations. I have chosen to apply a socio-cultural perspective with the help of artifacts and mediating tools. The issues researched are; (i) “How do organizations mediate and anchor common values, and how does this affect the work with values?”, and (ii) “How can mediation and anchoring in organizations be understood from a socio-cultural perspective, focusing on artifacts and mediating tools?”.I have via e-mail interviewed four people working with HR in four different organizations. When analyzing the empirical data, I have been inspired by phenomenographic analysis selecting and focusing on important concepts, similarities, and differences in the responses from the informants. Within the socio-cultural perspective, the key aspects are communication and, above all, language. Artifacts and mediating tools may be considered intellectual or physical tools that we develop together with others through our thoughts and language. Values in organizations can be regarded as one such artifact or tool. The informants in the study consider work on values being a successful way to control and guide its organizations, particularly noting the importance of participation and commitment of all employees. Further, an important factor for the work on values to be overall successful, the work needs to be established and secured at all stages and in all processes. For a clear and interpretive leadership to build trust among the employees, decisions need to be based on a designed value system. With the socio-cultural perspective and artifacts and mediating tools, communication and knowledge appeared to be of great importance, which strengthens the thesis that mediating and anchoring is a prerequisite for the work on values to be meaningful. The intellectual tools provide a way to manage and control through language, and relating to values is a prerequisite to be part of an organization.

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Nagel, Kevin Frederick. "Organizational values and employee health initiatives : influence on performance and functioning." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp03/NQ36646.pdf.

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Desjardins, Nancy M. "A case study in organizational value communication : understanding value / behavior relationship /." View abstract, 2002. http://library.ccsu.edu/ccsu%5Ftheses/showit.php3?id=1641.

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Thesis (M.S.)--Central Connecticut State University, 2002.
Thesis advisor: Glynis Fitzgerald. " ... in partial fulfillment of the requirements for the degree of Master of Science in Organization Communication." Includes bibliographical references (leaves 37-43). Also available via the World Wide Web.

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Stump, Carrie Anne. "Communicating relational values in organizational practices: A study of workplace discourse." Connect to online resource, 2008. http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqdiss&rft_dat=xri:pqdiss:1460194.

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Holmdahl, Filip, and Pegah Esmaeili. "Recreating meaning through cultural investments : A Case Study of Volvo IT in France." Thesis, Linköpings universitet, Företagsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-70961.

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Title: Recreating Meaning Through Cultural Investments – A Case Study of Volvo IT in France Swedish Title: Återskapa Mening Genom Kulturella Investeringar – En Fallstudie av Volvo IT i Frankrike Authors: Pegah Esmaeili and Filip Holmdahl Tutor: Lena Andersson Background For what reasons do organizations invest in culture? Could it be seen as an initiative from management to create some form of control and to manage the reality of employees? A company that systematically is working and investing in their organizational culture is Volvo IT by creating a cultural network consisting of a Cultural Manager, Cultural Navigators and Cultural Ambassadors. The question is if the rest of the organization share the efforts made in these investments? This thesis will investigate if the investments made by the management, to manage a wanted meaning, are shared by the lower level personnel.Purpose To create an improved understanding between managements strive, through cultural investments, to recreate and manage a wanted meaning and how the employees perceive these investments. Method The empirical data was collected through interviews and ethnographical observations at Volvo IT in Lyon. This study takes on an explorative inception by looking at if a company putting lots of effort into their organizational culture actually manages to deliver the same meanings throughout the organizational levels. Additional methods used include field notes, photography and participant observation. Results Organizational culture is both a structure and a process. It is needed to provide a structure of how to make sense of reality for every employee but is not only shaped by management. It is a process, which is always under constant change and must accept diverse meanings and hence there must be space for diverse meanings in the shared ones resulting in a recognizing instead of a blaming culture. Symbolic aspects, such as symbols, rites, slogans and stories, will increase the cultural understanding between management and employees but they should be so invisible that they become visible in daily behavior. Keywords Volvo IT, Organizational culture, meaning, symbolism, management, employees

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Olsen, Jesse Eason. "The effect of organizational diversity management approach on potential applicants' perceptions of organizations." Diss., Georgia Institute of Technology, 2010. http://hdl.handle.net/1853/34846.

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Scholars suggest that organizational diversity management (DM) programs are useful not only to satisfy legal requirements or social demands, but also to further the achievement of business objectives. However, much is still to be learned about the effects of such programs on individuals' perceptions of the organization. After reviewing the relevant literature on organization-level DM programs, I present a theoretical framework using recent literature that takes a strategic perspective on DM. This research classifies organization-sponsored DM programs into qualitatively different categories. Using the typology, I develop a model that proposes person-organization fit perceptions and attributions as mechanisms driving the relationship between DM programs and organizational attractiveness. I describe two experimental studies designed to test the proposed relationships between organizational diversity perspectives and applicants' perceptions of organizations. The first follows a two-phase between-subject design, while the second uses a within-subject policy-capturing methodology. Results, implications, and conclusions are discussed.

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Becker, Malin, and Lisa Öhlund. "Non-Family Employees' Interpretations of Organizational Values : A Case Study of a Dispersed Family Business." Thesis, Umeå universitet, Företagsekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-78256.

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Geographically dispersed organizations are becoming increasingly common, however, the organizational culture is often weaker in this type of organization due to geographical distances. One important aspect of the organizational culture is the organizational values, and if shared by all organizational members they can benefit the company on many levels, for example by increasing motivation and communication. If employees, on the other hand, fail to interpret the organizational values it may lead to decreased working moral and overall dissatisfaction. In family businesses it is the values of the family that constitute the organizational values, and these may be difficult to communicate to non-family employees, because family businesses often rely on informal communication. The purpose of this thesis is to describe how non-family employees interpret the organizational values of a family business, as well as to increase the understanding of whether geographical distance affects their interpretation. In this thesis we have conducted a qualitative case study, in which ten semi-structured interviews were made in a geographically dispersed family business. We have assumed an employee perspective and have, thus, interviewed non-family employees on the different geographical locations of this family business. The findings from the empirical data showed that the case studied organization does not have any formally written organizational values and the non-family employees have as a result interpreted the values slightly differently. The employees state the organizational values in general terms, which would make them applicable to any organization, or even society at large. In the analysis we compare the theoretical framework and the empirical findings in order to present conclusions for the organization being studied. The analysis will be divided into themes; organizational structure, organizational culture and values as well as the relation between the non-family employees and the family business. We were able to conclude that informal communication is not sufficient in order to efficiently communicate the organizational values in a geographically dispersed organization. Nevertheless, the geographical distance for each workplace respectively could not be identified as the only influencing factor that affects the employees’ interpretation of the organizational values. The organizational structure emerged as a contributing factor. The non-family employees’ interpretations were broad and general in terms of the organizational values. One of our recommendations is for the organization to write down the organizational values and distribute them throughout the organization, which will enable the organizational values to be correctly interpreted by all organizational members.

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Dale, Kathleen M. (Kathleen Marie). "An Investigation of the Relationship between Work Value Congruence in a Dyad and Organizational Commitment as Mediated by Organizational Influences." Thesis, University of North Texas, 1997. https://digital.library.unt.edu/ark:/67531/metadc277726/.

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Researchers suggest that value congruence in superior-subordinate dyads results in positive outcomes for an organization (Kemelgor, 1980; Meglino, Ravlin, & Adkins, 1989; 1990; Parkington & Schneider, 1979; Senger, 1971; Weeks, Chonko, Kahle, 1989). Further, evidence is presented which suggests that commitment at the organizational level is achieved, in part, through value congruence at the individual level of analysis. Analysis at the individual level reflects the effect of shared values on interpersonal relations. Work value congruence in a dyad enhances the development of a high quality dyadic relationship. The subordinate in such a relationship perceives being allowed more participation in decision making, more positive work experiences, and less role stress (Turban & Jones, 1988). These items have been found to be predictor variables of commitment from Steer's (1977) framework of antecedents. In this study, a research model was proposed which suggests that work value congruence in the subordinate-superior dyad leads to organizational commitment through its effect on subordinate perceptions of role stress characteristics, participation, and work experiences. The model integrates the organizational aspects of the Steer's (1977) framework for organizational commitment with the interpersonal effect of work value congruence. A field study design using a sample of 96 subordinate-superior dyads at a large Midwestern manufacturing corporation was used for the study. The influence of dyadic work value congruence on organizational commitment as mediated by subordinate perceptions of role stress, participation, and initiation structure/consideration were tested using hierarchical regression. The results of the study indicate that value congruence has a direct influence on OC rather than being mediated by perceptions of role stress characteristics, participation in decision making, and work experiences as predicted in the proposed model. Role stress characteristics and participation in decision making were also found to directly influence levels of OC, however, support was not found for the positive influence of work experiences.

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Meyer, Abel Hermanus. "Common values and competitiveness within a corporate culture and performance model." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52167.

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Thesis (MBA)--Stellenbosch University, 2001.
ENGLISH ABSTRACT: The utilisation of human capital and its impact on organisational performance must rank as one of the key managerial concerns III South Africa. The message from international competitive studies is clear: corporations become competitive when people and practices change. The global market has exposed the lack of competitive strength and effectiveness of South African corporations. Against this background, managing complex organisations in the private and public sector remains a daunting, pervasive and urgent task. By focusing on issues of organisational behaviour and global competitiveness, the study aims to contribute to the development of competitive (effective) corporations in South Africa. It is important to keep in mind that the present investigation was an exploratory study attempting to add to the body of knowledge about competitiveness. It aimed to enhance existing studies on global competitiveness and organisational effectiveness and open up possibilities for new management strategies and interventions as well as further research. In particular, it builds on previous work on the impact of organisational behaviour on performance. An extremely important development in the study of corporate culture has been proof that that the normative structure (corporate culture) has a significant impact on the performance of an organisation. Because of this impact, corporate culture has to be regarded as one of the key success factors in any corporation. Corporate culture is however no end in itself, but must be regarded as a hermeneutical key (interpretative) to corporate performance. The success of the corporation takes precedence over all other aspects of the organisation, even over its culture. The framework of corporate culture and competitiveness links patterns of behaviour and management practices with underlying assumptions, beliefs and values. It provides a clear description of the integrative mechanisms and dimensions of corporate culture and the way in which they impact on competitiveness. These behavioural factors are key determinants of organisational performance because of the close link between patterns of behaviour and underlying core values and beliefs. The model also defines the elements (people, change, projects, control) that need to be managed, as well as the traits (adaptability and innovation, mission, involvement, consistency) of the culture which determines the performance of the corporation. In terms of the corporate culture and competitiveness framework, the management activity of developing a set of common or core values is therefore a good starting point for any culture intervention strategy aimed at enhancing competitiveness (performance). A shared system of beliefs, values and symbols widely understood by an organisation's members has a positive impact on their ability to reach consensus and carry out coordinated actions. This impact, as well as the nature of the culture of the corporation has to be understood by everybody in the organisation. It also has to assist them in making sense of corporate life in such a manner that it creates opportunities for everyone to impact on the performance of the corporation.
AFRIKAANSE OPSOMMING: Die bestuur van menslike hulpbronne en die impak daarvan op organisatoriese prestasie is een van die kern bestuursvraagstukke in Suid-Afrika. Die internasionale boodskap oor mededingendheid is duidelik. Organisasies se mededingendheid verander wanneer mense en praktyke verander. Oor die algemeen vaar Suid-Afrikaanse organisasies redelik swak in die internasional mark weens 'n gebrek aan kompeterendheid en effektiwiteit. Dit is duidelik dat in hierdie lig, die bestuur van komplekse organisasies 'n uitdagende ontwykende maar dringende uitdaging aan bestuur is. Deur op organisatoriese gedrag en internasionale kompeterendheid te fokus, poog die studie om 'n bydrae te maak tot die ontwikkeling van kompeterende (effektiewe) organisasies in Suid-Afrika. Dit is belangrik om in gedagte te hou dat die studie van ondersoekende aard was en om daardeur verdere insig in kompeterendheid te verkry. Dit poog om by bestaande studies oor internasionale kompeterendheid en organisatoriese doeltreffendheid aan te sluit ten einde nuwe bestuursintervensies en strategië te ontwikkel en terselfdertyd rigting vir verdere navorsing aan te dui. Dit bou in besonder op vorige studies oor die impak van organisatoriese gedrag op doeltreffendheid. 'n Belangrike ontiwkkeling in die studie van korporatiewe kultuur was die bevinding dat die normatiewe struktuur (korporatiewe kultuur) 'n insiggewende impak op die prestasie van organisasies het. As gevolg van hierdie verhouding, moet korporatiewe kultuur as een van die sleutel sukses faktore in enige organisasie beskou word. Korporatiewe kultuur bly egter altyd slegs 'n middel tot die bereiking van doelwitte en nooit as die doel self nie. Dit moet daarom beskou word as 'n hermeneutiese (verklarende) sleutel tot organisatoriese doeltreffendheid. Die prestasie van enige organisasie moet voorkeur geniet bo all ander aspekte van die organisasie, selfs die korporatiewe kultuur. Die raamwerk van korporatiewe kultuur en doeltreffendheid verklaar die interaksie tussen die onderafdelings van kultuur en die organisasie se doeltreffendheid. Die aannames, oortuigings en waardesisteme van 'n organisasie vorm die basis van 'n stel bestuurspraktyke en gedragspatrone. Hierdie gedragspatrone is sleutelfaktore tot organisasie doeltreffendheid as gevolg van die noue verband tussen die gedrag en die onderliggende waardesisteem. Die raamwerk identifiseer die elemente (mense, verandering, projekte en kontrole) as die elemente wat bestuur moet word, sowel as vier meganismes (betrokkenheid, aanpasbaarheid en vernuwing/innovasie, konsekwentheid en doelgerigtheid/rigtingaanwysing) van kultuur wat die doeltreffendheid van die organisasie bepaal. Korporatiewe kultuurintervensie strategië, gemik op prestasieverbetering, behoort in terme van die korporatiewe kultuur en doeltreffendheidsraamwerk by die ontwikkeling van 'n stel gedeelde of kernwaardes te begin. 'n Gedeelde sisteem van oortuiginge, waardes en simbole wat deur alle lede van die organisasie verstaan en aanvaar word, sal 'n sterk en positiewe uitwerking op die vermoë om konsensus en gekoordineerde optrede te bereik, hê. Hierdie uitwerking asook die aard van die kultuur van die organisasie moet deur almal in die organisasie verstaan word. Dit moet hulle ook in staat stel om die organisasie se keuse van prioriteite te verstaan en daardeur geleenthede vir almal te skep om 'n impak op die doeltreffendheid van die organisasie te hê.

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Koenigsfeld, Nathan. "Verizon Communications: An Examination of Organizational Discourse "Before" and "After" 9/11." Thesis, Virginia Tech, 2004. http://hdl.handle.net/10919/34307.

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In this thesis, Verizon's discourse was analyzed as a case study for corporate rhetoric. This rhetorical analysis examined Verizon's discourse before, during and after the crisis of 9/11. Press releases, executive speeches, and other internal documents were analyzed while media reports provided a context for the discourse. Renewal discourse coupled with the theories of organizational identification and values advocacy provided the basic framework for this thesis. Verizon's crisis situation during the crisis of 9/11 provided a unique context in which to study organizational discourse. By placing the response within a larger frame of the organization's history, this study was able to provide insight into traditional crisis response scholarship that often only focuses on the immediate response to crisis.
Master of Arts

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Hoyos, de la Garza Ernesto. "Organizational Values in a Family-Owned Aquatic Center A Case Study : A Neo-Institutionalist view on the influence of meaning systems, as manifested by organizational values, in a Family-Owned Aquatic Center." Thesis, Uppsala universitet, Institutionen för samhällsbyggnad och industriell teknik, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-417578.

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The main objective of this case study is to understand how organizational values of a family business are influenced – or are the outcome of – the interactions between the controlling family, their employees, and the social context by which they are surrounded. To investigate this topic a case study research design was applied and a family-owned and -managed Aquatic Center was selected as the company in focus. First, the organizational values were determined through the application of semi-structured interviews and observations. The units of analysis for the case study were the Top Management Team (TMT) and the employees of the organization. The former is composed by three members of the controlling family and the latter by the employees who are in most contact with the TMT and the clients of the Aquatic Center. After the Thematic Analysis of the empirical data eight organizational values were identified. These organizational values, along with excerpts from the interview, were analyzed from a Neo-Institutionalist lens and three meaning systems were identified to be influencing the organization and its structures. These three meaning systems were labeled as (1) Swimming the Sport; (2) Health Club Business; and (3) The Owning Family. The set of rules, enforcement mechanisms, and effects that these three meaning systems have on the overall organization were also defined.

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Stevenor, Brent A. "Culture Shift: Values of Generation X and Millennial Employees." Cleveland State University / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=csu1560502107953501.

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Nguyen, Thuan Luong. "Assessing Knowledge Management Values By Using Intellectual Capital to Measure Organizational Performance." Thesis, Nova Southeastern University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10249504.

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Measuring knowledge management performance was one of, if not the most challenging knowledge management activities. This study suggested using intellectual capital as a proxy for knowledge management performance in evaluating its impact on organizational performance. The Value Added Intellectual Coefficient model was employed to measure intellectual capital. Although being used widely in research, the model had its limitations. Also, for intellectual capital measurement, there was a lack of guidelines supported by empirical evidence or best practices. The present study aimed to test the classic and a modified version of this model, and based on the results, shed light on whether the classic version was good enough or the modified one should be highly recommended. The financial fundamental and market data of 425 randomly selected publicly listed firms were collected, and the structural equation modeling technique was employed to test the models. Chi-square difference test was performed to determine whether there was a statistically significant difference between these two models. The results of the tests indicated that the difference between them was insignificant. Therefore, it was concluded that the classic model is adequate, and it can be used effectively to measure intellectual capital. Adding two new efficiency elements—research and development efficiency and relational capital efficiency—in the model did not provide any significant benefit.

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Nguyen, Thuan L. "Assessing Knowledge Management Values by Using Intellectual Capital to Measure Organizational Performance." NSUWorks, 2016. http://nsuworks.nova.edu/gscis_etd/986.

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Measuring knowledge management performance was one of, if not the most challenging knowledge management activities. This study suggested using intellectual capital as a proxy for knowledge management performance in evaluating its impact on organizational performance. The Value Added Intellectual Coefficient model was employed to measure intellectual capital. Although being used widely in research, the model had its limitations. Also, for intellectual capital measurement, there was a lack of guidelines supported by empirical evidence or best practices. The present study aimed to test the classic and a modified version of this model, and based on the results, shed light on whether the classic version was good enough or the modified one should be highly recommended. The financial fundamental and market data of 425 randomly selected publicly listed firms were collected, and the structural equation modeling technique was employed to test the models. Chi-square difference test was performed to determine whether there was a statistically significant difference between these two models. The results of the tests indicated that the difference between them was insignificant. Therefore, it was concluded that the classic model is adequate, and it can be used effectively to measure intellectual capital. Adding two new efficiency elements – research and development efficiency and relational capital efficiency – in the model did not provide any significant benefit.

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Howell, Andrea (Andrea Christine) 1957. "Vision, values and commitment : an examination of the congruence between individual and organisational values and the impact of the degree of congruence on employee commitment." Monash University, Dept. of Management, 2004. http://arrow.monash.edu.au/hdl/1959.1/5485.

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Chew, Lim Fee-yee. "Evolution of organisational culture : a Singapore experience /." Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18969173.

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Hoover, Kristine F. "Values and Organizational Culture Perceptions: A Study of Relationships and Antecedents to Managerial Moral Judgment." Bowling Green, Ohio : Bowling Green State University, 2010. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=bgsu1262891809.

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Dissertations / Theses on the topic 'Organizational values'

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