David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 8 (10):805 - 815 (1989)
This paper focuses on the individual manager making difficult decisions within the context of the organization in which he or she is a member. It proposes a method for examining the interplay of individual and corporate value systems, offering a value congruence model. Hypotheses are generated concerning the varying nature of the value conflicts faced by managers. These are then evaluated based upon interview data from a cross-section of managers in two organizations. The impact of differing organizational value systems is discussed, as well as the implications of the study for research in this area.
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References found in this work BETA
Milton Rokeach (1973). The Nature of Human Values. New York,Free Press.
Citations of this work BETA
Barry Z. Posner (2010). Another Look at the Impact of Personal and Organizational Values Congruency. Journal of Business Ethics 97 (4):535 - 541.
Connie R. Bateman & Sean R. Valentine (2010). Investigating the Effects of Gender on Consumers' Moral Philosophies and Ethical Intentions. Journal of Business Ethics 95 (3):393 - 414.
Jesús Cambra-Fierro, Yolanda Polo-Redondo & Alan Wilson (2008). The Influence of an Organisation's Corporate Values on Employees Personal Buying Behaviour. Journal of Business Ethics 81 (1):157 - 167.
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.
Nicholas McClaren (2015). The Methodology in Empirical Sales Ethics Research: 1980–2010. Journal of Business Ethics 127 (1):121-147.
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