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
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.
Barry Z. Posner (2010). Another Look at the Impact of Personal and Organizational Values Congruency. Journal of Business Ethics 97 (4):535 - 541.
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 (forthcoming). The Methodology in Empirical Sales Ethics Research: 1980–2010. Journal of Business Ethics.
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