David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jack Alan Reynolds
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Journal of Business Ethics 10 (7):543 - 557 (1991)
This paper focuses on the differing ways in which organizations send conflicting signals, in the form of contending organizational values, to their managers regarding the appropriate behavior in a given situation, and the impact that this has on the manager's decision-making process. It posits the existence of three different types of organizational value contention and examines their influence on the resulting patterns of sense-making and behavior evident in the manager's responses, based upon interview data from a cross-section of managers in two organizations.
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Damodar Suar & Rooplekha Khuntia (2010). Influence of Personal Values and Value Congruence on Unethical Practices and Work Behavior. Journal of Business Ethics 97 (3):443 - 460.
Sefa Hayibor, Bradley R. Agle, Greg J. Sears, Jeffrey A. Sonnenfeld & Andrew Ward (2011). Value Congruence and Charismatic Leadership in CEO–Top Manager Relationships: An Empirical Investigation. [REVIEW] Journal of Business Ethics 102 (2):237-254.
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