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Journal articles on the topic 'Organizational values'

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Published: 4 June 2021
Last updated: 27 April 2022

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1

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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2

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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3

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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4

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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5

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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6

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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7

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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8

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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9

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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10

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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11

Huang, Min‐Ping, Bor‐Shiuan Cheng, and Li‐Fong Chou. "Fitting in organizational values." International Journal of Manpower 26, no. 1 (January 2005): 35–49. http://dx.doi.org/10.1108/01437720510587262.

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12

Crosby, Lawrence A., Mary Jo Bitner, and James D. Gill. "Organizational structure of values." Journal of Business Research 20, no. 2 (March 1990): 123–34. http://dx.doi.org/10.1016/0148-2963(90)90056-j.

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13

Bourne, Humphrey, Mark Jenkins, and Emma Parry. "Mapping Espoused Organizational Values." Journal of Business Ethics 159, no. 1 (November 17, 2017): 133–48. http://dx.doi.org/10.1007/s10551-017-3734-9.

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14

Sousa, Juliana Moraes de, and Juliana Barreiros Porto. "Do Work Values Predict Preference for Organizational Values?" Psico-USF 21, no. 1 (April 2016): 135–45. http://dx.doi.org/10.1590/1413-82712016210112.

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Abstract The purpose of this research is to identify evidence that work values can predict organizational values preference, based on conceptual similarity proposed by the Theory of Values. A total of 254 Brazilian undergraduate students responded to the Organizational Values Scale and the revised Work Values Scale. Hierarchical regressions were run controlling for demographics. The results indicated significant explanation of variance for all organizational values. The most significant predictors were compatible with the hypotheses based on Schwartz's Theory of Values, revealing that work and organizational values are logically connected through an axiological structure. In conclusion, work values and preferred organizational values have adequate nominal commensurability for conducting Individual-Organization fit studies and implications for organizational socialization and vocational and career counseling.
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15

Hofstede, Geert. "Attitudes, Values and Organizational Culture: Disentangling the Concepts." Organization Studies 19, no. 3 (May 1998): 477–93. http://dx.doi.org/10.1177/017084069801900305.

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Sentiments collected through paper-and-pencil surveys are often arbitrarily classified according to categories imposed by the researcher, such as attitudes, values, and manifestations of organizational culture. The question is, to what extent are such classifications supported by the distinctions that respondents make in their own minds? In this paper, distinctions between categories of sentiments are supported empirically from the results of an employee survey in a large Danish insurance company (n = 2,590). The 120 questions used were classified into attitudes, values, perceptions of organizational practices (for diagnosing organizational cultures), and demographics. Perceptions of organizational cultures were measured using an approach developed by the author and his colleagues in an earlier study across 20 Danish and Dutch organizational units. In the insurance company study, employee attitudes were found to be clearly distinct from employee values. Perceptions of organizational practices were unrelated to values, and only overlapped with attitudes where both dealt with communication. In the latter case, both can be seen as expressions of the organization's communication climate. Other perceptions of organizational practices did not form recognizable clusters at the level of individuals, but only at the level of organizational (sub)units.
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16

Knoop, Robert. "Organizational Commitment and Individual Values." Perceptual and Motor Skills 78, no. 1 (February 1994): 200–202. http://dx.doi.org/10.2466/pms.1994.78.1.200.

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The importance of values as a component of the definition of organizational commitment was tested. Although all of the 21 work values analyzed for 142 nurses and 29 nurse managers were significantly related to commitment, one (pride in the organization) accounted for 66% of the variance in commitment. Results were discussed in terms of perceptual variability and organizational efficiency and effectiveness.
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17

Geremias Leal, Fernanda, and Mário César Barreto Moraes. "An organizational perspective of values." Revista de Negócios 21, no. 1 (November 17, 2016): 44. http://dx.doi.org/10.7867/1980-4431.2016v21n1p44-54.

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The studies on organizational values have acquired centrality in the Business Administration field within a functionalist perspective, based on the evidence that organizations with strong cultures achieve better global results. The belief in the potentiality of this resource, especially in regard to behavior alignment aimed for goal achievement, has prompted the quest for a theoretical structure of the concept and development of different ways of assessment. More contemporary perspectives, however, have come across significant constraints within the existing framework, especially the ones that disregard the dynamics of this concept. Such views provoke debates about the practical capacity of the instruments used for assessing the basis of values that govern organizations. The present study seeks to present a contemporary theoretical review on organizational values. Methodologically, it is a qualitative study that brings back to light the theory of value and its applicability to the organizational sphere, based on a survey of a literature review of empirical articles published on the subject between the period of 2000 and 2016.
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18

Ando, Ildiko. "Individual Values for Organizational Success." Competitio 8, no. 2 (September 1, 2020): 37–51. http://dx.doi.org/10.21845/comp/2009/2/3.

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Douglas McGregor published Theory Y in 1960. The main element of this theory is integration of individual and organizational objectives. Today, near 50 years later, the integration of individual and organizational goals remians only theory in several business organizations. The author of this study conducted an online survey in 2008 in order to examine company cultures, values was harmonization between organizational-level and individual-level sets of values. Two multinational companies with 324 respondents took part in the research up to this time. This publication shows the findings of the survey and illustrates the importance of harmonization between organizational-level and individual-level values. Finally, it comes up with some ideas what leaders can do in order to harmonize the value hierarchies efficiently in their organizations. JEL classification: D21, L21, L25
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19

Burke, Ronald J. "Organizational Hierarchy and Cultural Values." Psychological Reports 81, no. 3 (December 1997): 832–34. http://dx.doi.org/10.2466/pr0.1997.81.3.832.

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This study examined the relationship of organizational hierarchy and aspects of cultural values within a single large professional services firm. Four levels were considered: partners, managers, professional field staff, and secretarial support staff. The importance, presence, and gap between importance and presence of ten cultural values served as dependent variables. The highest and lowest hierarchical levels had more favorable opinions on the importance and presence of these cultural values. Implications for service to clients are drawn.
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20

James, P. S. "Aligning and Propagating Organizational Values." Procedia Economics and Finance 11 (2014): 95–109. http://dx.doi.org/10.1016/s2212-5671(14)00180-4.

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21

Cohen, Aaron, Zehava Rosenblatt, and Tali Buhadana. "Organizational Learning and Individual Values." Administration & Society 43, no. 4 (May 2011): 446–73. http://dx.doi.org/10.1177/0095399711413080.

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22

Miller, Jane Giacobbe, Melissa S. Woodard, Chun Guo, Daniel J. Miller, Kirk Silvernail, Mehmet D. Aydin, Ana Heloisa da Costa Lemos, et al. "Cultural Values and Organizational Identification." Academy of Management Proceedings 2012, no. 1 (July 2012): 17131. http://dx.doi.org/10.5465/ambpp.2012.17131abstract.

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23

Koslowsky, Meni, and Shmuel Stashevsky. "Organizational values and social power." International Journal of Manpower 26, no. 1 (January 2005): 23–34. http://dx.doi.org/10.1108/01437720510587253.

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24

Bourne, Humphrey, and Mark Jenkins. "Organizational Values: A Dynamic Perspective." Organization Studies 34, no. 4 (April 2013): 495–514. http://dx.doi.org/10.1177/0170840612467155.

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25

Sankar, Y. "Organizational culture, values, and ethics." International Journal of Value-Based Management 1, no. 1 (February 1988): 9–26. http://dx.doi.org/10.1007/bf03186612.

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26

Fitzgerald, Glynis A., and Nancy M. Desjardins. "Organizational Values and Their Relation to Organizational Performance Outcomes." Atlantic Journal of Communication 12, no. 3 (September 2004): 121–45. http://dx.doi.org/10.1207/s15456889ajc1203_1.

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27

Ye, Junhui. "The Impact of Organizational Values on Organizational Citizenship Behaviors." Public Personnel Management 41, no. 5 (December 2012): 35–46. http://dx.doi.org/10.1177/009102601204100504.

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28

Helmig, Bernd, Vera Hinz, and Stefan Ingerfurth. "Valuing Organizational Values: Assessing the Uniqueness of Nonprofit Values." VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations 26, no. 6 (November 11, 2014): 2554–80. http://dx.doi.org/10.1007/s11266-014-9530-6.

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29

Allison, Jerry. "Values statements." International Journal of Organizational Analysis 27, no. 3 (July 8, 2019): 666–89. http://dx.doi.org/10.1108/ijoa-08-2018-1501.

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Purpose This paper aims to examine 611 values statements to determine if values statements contain characteristics of organizational culture as provided by Denison and Mishra (1995). The general hypothesis given is there is a relationship between values statements and culture characteristics. Four testable hypotheses, one for each of Denison and Mishra’s (1995) characteristics, are created and tested. Design/methodology/approach The process in testing the hypotheses had two components. First, a taxonomy of the values statements had to be determined. This involved using natural language characteristics rather than predetermined classes to create a taxonomy based on the language itself. Second, a custom dictionary for each characteristic had to be created based on Neuendorf (2017) to perform content analysis. Once the values statements were coded with a taxonomic classification and with culture characteristics, a Chi-Square test was performed to determine a relationship between the statement type and the cultural characteristic, and then a multinomial regression test was performed to determine strength and direction of the relationships. Findings The tests for all four hypotheses produced significant results in the Chi-Square test. The multinomial regression tests showed primarily that Business statements types often lack adaptability and stakeholder involvement cultural elements. Additionally, Religion statement types are positively related to adaptability and mission. Research limitations/implications This paper creates a taxonomy and supplies the rules for classification. Values statements can now be classified using those rules and the classification used in analysis. Additionally, as values statements span over organizational culture, strategic management and strategic communication, these statements become a focal point for studying multiple topics across these fields. More particularly, finding the negative relationship between the Adaptability characteristic with the Business statement type and the involvement characteristic with the Business statement type may provide a cultural explanation for many mixed result studies on organizational success. Practical implications Organizational culture can be displayed by way of values statements and can potentially affect organizational strategy and organizational communication. Wording is extremely important in creating a values statement, and that statement must clearly reflect the cultural values of the organization. Originality/value First, this paper creates a taxonomy of values statements that is far more complete than anything created before. Second, by examining language, this paper discovers a link between organizational culture, strategic management and strategic communication.
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30

Finegan, Joan E. "The impact of person and organizational values on organizational commitment." Journal of Occupational and Organizational Psychology 73, no. 2 (June 2000): 149–69. http://dx.doi.org/10.1348/096317900166958.

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31

Dias, Fabiana R., and Áurea F. Olveira. "Organizational Values and Trust: Determining Factors in Organizational Civism Behaviors." Temas em Psicologia 24, no. 3 (2016): 1101–13. http://dx.doi.org/10.9788/tp2016.3-15en.

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32

Kabanoff, Boris, Robert Waldersee, and Marcus Cohen. "Espoused Values and Organizational Change Themes." Academy of Management Journal 38, no. 4 (August 1995): 1075–104. http://dx.doi.org/10.5465/256621.

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33

Holloway, Sjaña S. "Crafting Values in Organizational Change Processes." International Journal of Social Sciences Perspectives 3, no. 1 (2018): 7–20. http://dx.doi.org/10.33094/7.2017.2018.31.7.20.

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34

Valentine, Sean. "Employment counseling and organizational ethical values." Journal of Employment Counseling 41, no. 4 (December 2004): 146–55. http://dx.doi.org/10.1002/j.2161-1920.2004.tb00888.x.

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35

Bell, Robert. "Professional Values and Organizational Decision Making." Administration & Society 17, no. 1 (May 1985): 21–60. http://dx.doi.org/10.1177/009539978501700102.

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36

Packard, Thomas. "Enhancing Staff Commitment Through Organizational Values." Administration in Social Work 25, no. 3 (September 2001): 35–52. http://dx.doi.org/10.1300/j147v25n03_03.

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37

Hassan, Arif. "Human resource development and organizational values." Journal of European Industrial Training 31, no. 6 (July 31, 2007): 435–48. http://dx.doi.org/10.1108/03090590710772631.

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38

Kabanoff, B., R. Waldersee, and M. Cohen. "ESPOUSED VALUES AND ORGANIZATIONAL CHANGE THEMES." Academy of Management Journal 38, no. 4 (August 1, 1995): 1075–104. http://dx.doi.org/10.2307/256621.

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39

Camu??as, Caroline. "Organizational Tax Status, Values, and Nursing." JONA: The Journal of Nursing Administration 24, no. 12 (December 1994): 5–6. http://dx.doi.org/10.1097/00005110-199412000-00002.

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40

Sabri, Hala M. "Socio-Cultural Values and Organizational Culture." Journal of Transnational Management Development 9, no. 2-3 (August 28, 2004): 123–45. http://dx.doi.org/10.1300/j130v09n02_07.

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41

Haromszeki, Łukasz, and Dorota Molek-Winiarska. "ETHICAL VALUES OF THE ORGANIZATIONAL LEADER." PRACE NAUKOWE UNIWERSYTETU EKONOMICZNEGO WE WROCŁAWIU, no. 512 (2018): 57–74. http://dx.doi.org/10.15611/pn.2018.512.05.

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42

Dalton, Catherine M. "When organizational values are mere rhetoric." Business Horizons 49, no. 5 (September 2006): 345–48. http://dx.doi.org/10.1016/j.bushor.2005.12.005.

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43

Fenton, Nancy E., and Sue Inglis. "A critical perspective on organizational values." Nonprofit Management and Leadership 17, no. 3 (2007): 335–47. http://dx.doi.org/10.1002/nml.153.

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44

Berson, Yair, Shaul Oreg, and Taly Dvir. "ORGANIZATIONAL CULTURE AS A MEDIATOR OF CEO VALUES AND ORGANIZATIONAL PERFORMANCE." Academy of Management Proceedings 2005, no. 1 (August 2005): FF1—FF6. http://dx.doi.org/10.5465/ambpp.2005.18778424.

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45

Marinova, Sophia V., Xiaoyun Cao, and Haesang Park. "Constructive Organizational Values Climate and Organizational Citizenship Behaviors: A Configurational View." Journal of Management 45, no. 5 (February 5, 2018): 2045–71. http://dx.doi.org/10.1177/0149206318755301.

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The discretionary efforts of employees to go above and beyond illustrated by organizational citizenship behaviors (OCBs) provide an important path to organizational success. Organizational work environment characteristics, notably, organizational climates, serve as fundamental mechanisms for eliciting OCBs. However, existing research on organizational climate and OCBs frequently adopts a variable-centered approach that breaks down climate into individual dimensions. In contrast to past research, our goal is to respond to calls to more fully contextualize organizational climate by offering a configuration of climate attributes. Drawing on a typology of research problematizing, we replace the metaphor of individual dimensions with a metaphor of a climate configuration. To theorize and test the relationship between organizational climate and OCBs, we examine organizational values embodied in the competing values framework through a mesolevel organizational climate perspective. Building on the literature on managing paradox, we propose a constructive organizational values climate configuration, which captures how the different dimensions of the competing values framework coexist and work together. In turn, we propose that constructive organizational values climate predicts three types of OCBs: helping, taking charge, and creative behavior. Furthermore, drawing on regulatory focus theory and on the change-oriented and affiliative roots of OCBs, we offer two distinct mediators that shed light on the underlying processes. We test the proposed theory with data from 737 respondents residing in 166 work units in a wide variety of organizations.
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46

Malbašić, Ivan, Frederic Marimon, and Marta Mas-Machuca. "Is it worth having focused values?" Management Decision 54, no. 10 (November 21, 2016): 2370–92. http://dx.doi.org/10.1108/md-05-2016-0282.

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Purpose The purpose of this paper is to explore the impact of a specific category of organizational values on organizational effectiveness. Specifically, the aim of the paper is twofold: to propose a metric scale for assessing the organizational values, and to find the impact that different categories of values have on the overall effectiveness of the organization, as an overall measure of organizational success. Moreover, this second objective is expanded with the moderation between values and effectiveness when different balanced scorecard (BSC) perspectives are attended in a balanced way. Design/methodology/approach The methodological approach is empirical, based on surveying employees – in total 813 valid responses were obtained, alongside with other information sources within 24 companies in the Republic of Croatia. A set of analyses using structural equation modelling were conducted in order to: define a scale to assess organizational values, assess the impact of different categories of values on organizational effectiveness, and assess the moderator role of the balancing attention to stakeholders. Findings The findings show that construct of organizational values is multifactorial, composed by business, relational, development, and contribution values. These values categories (except relational values) are significant antecedents of effectiveness. Moreover, the balancing of the attention paid to different BSC perspectives moderates the impact of the contribution values on effectiveness. Originality/value The present study sought to expand the understanding of organizational values and their impact on performance and to ask if focussing on a specific category of values can increase the overall level of organizational effectiveness.
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47

Câmara, Juliana Ribeiro Serravalle, and Camila de Sousa Pereira-Guizzo. "Work-related values and organizational values from the perspective of university professors: A correlational study." Estudos de Psicologia (Campinas) 32, no. 2 (June 2015): 259–68. http://dx.doi.org/10.1590/0103-166x2015000200010.

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The alignment of personal and organizational values can positively influence performance. Considering the motivational aspect of these values, organizations and workers seek to satisfy their goals and needs through work. Thus, the study of personal and organizational values of university professors can contribute to the production of science, technology and innovation through committed professionals with this strategic axis. The aim of the present study was to evaluate work-related values and their relationship with organizational values. Sixty-eight professors from an institution of higher education, which focuses on innovation, participated in the study. The results showed that Realization at Work was the factor with the highest score; Social Relationships showed correlations with the organizational values Autonomy (p= 0.018), Realization (p= 0.001), Mastery (p= 0.048), Prestige (p= 0.001), Conformity (p= 0.016) and Concern with Community (p= 0.014). These results suggest the importance of values for satisfaction at work and organizational strategies.
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48

Sadaf, Maha, Usman Mukhtar, Ali Raza Nemati, Rehan Yousaf, and Wasmiya Javed. "Impact of Organizational Value System, Perceived Organizational Support, and Job Satisfaction on Organizational Commitment." Journal of Entrepreneurship, Management, and Innovation 4, no. 1 (February 21, 2022): 71–99. http://dx.doi.org/10.52633/jemi.v4i1.151.

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This paper aims to investigate the effects of perceived organizational support, organizational values system, and job satisfaction on organizational commitment. The study was conducted in the educational sector of Pakistan. Building on the previous literature, the authors propose a model which links an organization's internal procedures/practices, employees' perceptions, views, and his/her level of contentment with his/her job, loyalty and emotions. Through the assumed connections between these aspects, the relationship among them was inspected and analyzed in the given study. To test the proposed model, the data was collected online from 210 faculty members and teachers from different universities in Pakistan. It was accomplished through convenient sampling. Moreover, a cross-sectional method was adopted for data gathering. As per the author's assumptions, the results generated through regression analysis provide shreds of evidence that there exists a significant positive relationship between organizational commitment, job satisfaction, organizational values, and perceived organizational support. The overall study displays the importance of providing support, improving job satisfaction, and clearly defining organizational values to the employees to enhance their organizational commitment. The study validates the significance of organizational practices over employees' attachment towards the organization and deepens the understanding of the determinants of organizational commitment. Furthermore, suggestions about theoretical and managerial practices of the given study have been discussed in the end.
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49

Natarajan, N. K., and Dinesh Nagar. "Personal Values as Predictors of Perceived Organizational Values - Implications for Recruiters." Prabandhan: Indian Journal of Management 4, no. 9 (September 1, 2011): 26. http://dx.doi.org/10.17010//2011/v4i9/62600.

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50

Natarajan, N. K., and Dinesh Nagar. "Personal Values as Predictors of Perceived Organizational Values - Implications for Recruiters." Prabandhan: Indian Journal of Management 4, no. 9 (September 1, 2011): 26. http://dx.doi.org/10.17010/pijom/2011/v4i9/62600.

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