This study re-examined the impact of personal and organizational values congruency on positive work outcomes and investigated the extent to which this relationship is affected by demographic variables. Data collection paralleled an earlier study (Posner and Schmidt, Journal of Business Ethics 12,1993, 341) and validated those findings, lending additional credibility to the continuing importance of this phenomenon. Both personal values congruence and organizational values clarity were significantly related to commitment, satisfaction, motivation, anxiety, work stress, (...) and ethics using a cross-sectional sample of 711 managen from across the United States. Gender, educational level, and functional area did not impact these relationships, although years of experience (expressed by age, managerial experience, and hierarchical level) did make a difference. (shrink)

Following the research of Liedtka (1989), this paper examines the impact of her values congruence model on managers'' work attitudes and perceptions of ethical practices within their firms. A nationwide cross-section of managers (N=1,059) provides the sample for the study. Consonance or clarity about both personal value systems and organizational value systems were found to be more important and, in the absence of one or the other, clarity of personal values were shown to have a (...) more positive impact than organizational value clarity. (shrink)

Ethical reasoning of all types is anthropocentric, in that it is addressed to agents, but anthropocentric starting points vary in the preference they accord the human species. Realist claims about environmental values, utilitarian reasoning and rights-based reasoning all have difficulties in according ethical concern to certain all aspects of natural world. Obligation-based reasoning can provide quite strong if incomplete reasons to protect the natural world, including individual non-human animals. Although it cannot establish all the conclusions to which anti-speciesists aspire, (...) it may establish many of them with some clarity. (shrink)

This article addresses a telling issue in academic science: the clarity of criteria for tenure and promotion reported by women and men faculty in scientific fields. Data from faculty surveyed in nine US research universities point to ways that formal and informal organizational indicators predict the clarity of evaluation reported by women and men. Unexpected patterns occur by gender. Among men, both formal and informal organizational indicators, as well as field, predict their reported clarity of (...) evaluation. Among women, however, only informal organizational indicators, namely, frequency of speaking with faculty about research and departmental climate, are significant predictors. Further, overall, informal indicators are stronger predictors of clarity than are formal indicators, and some field differences occur. These findings have implications for national and regional science policies and for the practices and policies of universities. (shrink)

Researchers in all management specialties have discussed and investigated the important role values play in personal and organizational phenomena. However, because research on values has been performed in a wide range of social science disciplines and at different levels of analysis, much of thiswork has been uninformed by other work and is neither well integrated nor systematized, resulting in a great deal of confusion concerning the topic. This article attempts to add order and clarity to this (...) area of research by proposing a framework of values research based on level of analysis and by cataloguing and reviewing the vast theoretical and empirical research in light of this framework. It concludes with a critique of the extant literature and recommendations for further research. (shrink)

Donaldson and Dunfee (1999) suggest in a brief discussion that a manager may in some cases rely on his or her own values inmaking organizational decisions. Our paper examines the role of diversity in values in an organizational context. Our central contentionis that value diversity among managers, employees, and other stakeholders on dimensions such as prudence-boldness, clarity-flexibility, and rigor-mercy is highly useful for an organization. We introduce nontechnical models of individual and board decision-making in which (...) value diversity cuts across group interests that would otherwise control the decision. In these models, decision-makers who are influenced by values such as prudence or boldness as well as by their group interests are more likely to avoid suboptimal decisions, because their weaker but not their more intense group interests are likely to be overridden by their cross-cutting value inclinations. (shrink)

'Business Ethics and Organizational Values' operates on three levels - society, organization and values. First, the dynamics of modern society are analyzed. Secondly, organizations are viewed as autopoietic systems constantly engaged in value debates with their stakeholders. Thirdly, values are placed in a business context.

Theories of organization and management have offered several concepts and models which indicate that organizational values are an important factor for running organizations successfully. A still unexplained question concerns the creation of balanced organizational values, which can support the achievement of several different and even conflicting goals of modern organizations. To explore balanced organizational values in contemporary business practice, we tested different models of organizational values on a sample of Fortune 100 companies. (...) Research results demonstrate that none of the proportions/ratios of balance proposed by the main models of organizational values from existing literature possesses/presents the ideal balance that is currently pursued in the business field. As a conclusion, a new model of balanced organizational values is proposed. (shrink)

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. (shrink)

Using diversity climate theory and research, this paper examines the relationships among an organization’s actions which indicate a value for age diversity and potential applicants’ reactions toward that organization. Specifically, we investigate the interactive effects of an organization’s age diversity, an organization’s age diversity management practices, and potential applicants’ individual attitudes toward age diversity on two outcome variables, organizational attractiveness and expected age discrimination. We conducted an experimental survey study with a sample of 244 German employees likely to be (...) in the job market again in their careers. Organizational age diversity and age diversity management practices were positively related to organizational attractiveness and negatively related to expected age discrimination. Results also support a three-way interaction of an organization’s age diversity, an organization’s age diversity management practices, and potential applicants’ attitudes toward age diversity on both dependent variables. The findings demonstrate the importance of considering individual attitudes toward age diversity in assessing the effectiveness of an organization’s age diversity and age diversity management practices. (shrink)

The espousal of organizational values with an expectation of primarily positive consequences in leadership, employee performance and organizational change has often been recognized as overly simplistic, but giving a more complete and critical account of the interrelations between values and behaviour has proven challenging. This article describes a balanced and integrated positive, ambivalent and negative approach. The use of this PAN approach is described in the case of a health care organization. Evidence is given from a (...) survey of 96 staff perceptions of their current organizational values, staff evaluations of their colleagues’ demonstration of the organization’s espoused values and content analysis of 35 ‘memorable moments’ regarding what staff had experienced. Using the PAN framework in this case suggests a picture of staff reporting experiences as 50–30–20, respectively, for the PAN approach. The implications of this framework for leadership, employee performance and organizational change are discussed. (shrink)

Green human resource management (GHRM) seeks to reorient human resource strategy and practices to an organization's environmental sustainability goals. A small body of research has so far shown that GHRM is positively related to organizational sustainability, yet the results are somewhat variable. This calls into question regarding the boundary conditions of this relationship. In this study, the moderating role of top management team (TMT) support has been examined as senior managers have a key role to play in ensuring that (...) GHRM is valued, widely recognized, and implemented as intended. Based on the existing literature, a model has been developed and then tested with partial least square structural equation modeling, with feedback from 372 human resource managers across several organizations. The results show a positive relationship between GHRM and sustainability, and the results also show that the TMT support strengthens this relationship. Importantly, the study reveals a positive and significant relationship between sustainability and organizational performance. (shrink)

The total value set of a working individual consists of three components: personal, professional and organizational values. In the light of the changing health care environment, the individual nurse manager’s values may no longer be applicable for coping with the needs of the work environment. For many nurses who developed their values in keeping with the humanistic tradition, the ‘new’ organizational values may create confusion, frustration and conflict. The purpose of this study was to (...) determine if the organizational domain in the value sets of Israeli middle nursing managers in acute care hospitals reflect the process of shifting values needed in today’s management roles. Analysis of the results revealed that head nurses did not yet fully internalize the ‘new’ organizational values. Implications of the results for planning undergraduate and graduate programmes are detailed. (shrink)

This paper develops an inventory and conceptual map of espoused organizational values. We suggest that espoused values are fundamentally different to other value forms as they are collective value statements that need to coexist as a basis for organizational activity and performance. The inventory is built from an analysis of 3112 value items espoused by 554 organizations in the UK and USA in both profit and not-for-profit sectors. We distil these value items into 85 espoused value (...) labels, and these are assessed in terms of their similarity and difference through judgements made by 53 experienced individuals. The resulting conceptual map facilitates the evaluation of values which are espoused at the organizational level, as opposed to aggregations of personal values, an important distinction that is often ignored in the literature. This analysis identifies a number of distinct areas of emphasis occupied by espoused values. In particular, the richness of value labels that relates to broader ethical issues may be aimed at external stakeholder management, but also may have an increasing influence on organizational behaviour as they are embedded into organizational practices. By advancing our understanding of espoused values, through an analysis of those being used in practice, we provide a means by which future research into organizational values and ethical issues can progress. (shrink)

This paper investigates the effect of enacted ethical and instrumental values on corporate governance effectiveness. It further considers whether and how compliance with formal corporate governance codes influences the effect of these organizational values on governance effectiveness. Empirical evidence based on a sample of firms listed in the Athens Stock Exchange shows that strong ethical values are the key element for effective corporate governance, while instrumental values play a significant role only in the presence of (...) compliance. Compliance, although not sufficient by itself, serves as a complementary mechanism strengthening the effects of ethical values and creating the conditions by which instrumental values can act in favor of corporate governance. The results highlight that governance benefits can emanate from maintaining high ethical standards as well as from synergies between compliance and a focus on organizational values. Overall, our findings provide important implications for managers regarding how to utilize behavioral along with structural governance mechanisms to enhance corporate governance. The findings add to the behavioral perspective of corporate governance bringing aspects of the social fabric into the corporate governance puzzle. (shrink)

This book constitutes a critical case study of the modern search for public sector reform. It includes a detailed account of a study aimed at developing a meaningful way of evaluating difficult-to-measure moral dimensions of the quality of prisons. The author calls for greater clarity and increased attention to these important aspects of organizational life.

This paper summarizes the results of an analysis of empirical data on ethical attitudes of professionals and managers in relation to organizational core values in the Information Technology industry. This study investigates the association between key organizational values as independent variables and the ethical attitudes of IT managers as dependent variables. The study also delves into differences among IT non-managerial professionals, mid-level managers, and upper-level managers in their ethical attitudes and perceptions. Research results indicated that IT (...) professionals from mechanistic organizations were much more likely to report - compared to those from organic organizations - that managers in their corporate environment engage in behaviors considered unethical and that successful managers were more unethical relative to unsuccessful managers. There were significant differences between the upper-level managers and the mid-level managers and between the mid-level managers and the IT non-managerial professionals on certain key ethical issues. This paper discusses the conceptual framework, hypotheses, research methodology, data analysis, implications of the findings, and suggested areas of further research. (shrink)

This paper summarizes the results of an analysis of empirical data on ethical attitudes of professionals and managers in relation to organizational core values in the Information Technology (IT) industry. This study investigates the association between key organizational values as independent variables and the ethical attitudes of IT managers as dependent variables. The study also delves into differences among IT non-managerial professionals, mid-level managers, and upper-level managers in their ethical attitudes and perceptions. Research results indicated that (...) IT professionals from mechanistic organizations were much more likely to report – compared to those from organic organizations – that managers in their corporate environment engage in behaviors considered unethical and that successful managers were more unethical relative to unsuccessful managers. There were significant differences between the upper-level managers and the mid-level managers and between the mid-level managers and the IT non-managerial professionals on certain key ethical issues. This paper discusses the conceptual framework, hypotheses, research methodology, data analysis, implications of the findings, and suggested areas of further research. (shrink)

. This essay is a theoretical exploration in the organizational values and the ethics as basesof the successful negotiation between persons and the organizational systems. From the axiologicalperspective of Spenta, standing out to the honor as fundamental beginning that leads us to anenvironment and an organizational culture propitious to establish suitable negotiations and even, isoutlined that the prosperity is for the straight people. The previous thing represents, that theprosperity like consequence of good negotiations is based on (...) seven props of the managerial ethics,favoring in this one and according to the position of the authoress to the honor, but the deepestexplanation is in a mental condition, related to the happiness. Finally, the values always must have asignificant impact on the ethics of the organization. And even it is very important that the personalvalues are in conformity with the values of every organization.Keywords. Ethic, organizations, negotiation, persons, values, honor, and system.Resumen. Este ensayo es una exploración teórica en los valores organizacionales y la ética comobases de la negociación exitosa entre personas y los sistemas organizacionales. Desde la perspectivaaxiológica de Spenta, resaltando a la rectitud como principio fundamental que nos conduce a unambiente y una cultura organizacional propicia para establecer negociaciones idóneas e incluso, sedestaca que la prosperidad es para la gente recta. Lo anterior representa, que la prosperidad comoconsecuencia de buenas negociaciones está basada en los siete pilares de la ética gerencial,privilegiando en éste caso y de acuerdo a la postura de la autora a la rectitud, pero la explicación másprofunda está en un estado mental, relacionado con la felicidad. Por último, los valores siempredeben tener un impacto significativo sobre la ética de la organización. E incluso es muy importanteque los valores personales estén en concordancia con los valores de cada organización.Palabras clave. Ética, organizaciones, negociación, personas, valores, rectitud y sistema. (shrink)

As a cluster of behaviours resulting in desired organizational outcomes, antecedents of organizational citizenship behaviours have long been searched. Based on the fact that the work and family domains of individuals closely interact and that harmony between values shared in organizations and the values adopted by individuals, called person–organization fit, have important consequences on the desired outcomes, the research conducted tries to identify the relationship between values existing in the individual's family and organization with (...) class='Hi'>organizational citizenship behaviour. The results of the research show that the congruence between the values of two domains has a significant relationship with the level of organizational citizenship behaviour. (shrink)

Organizations operate in dynamic environments, which not only requires organizations to adjust, but also for employees to adapt quickly to align with new or adjusted organizational goals. Servant leadership has been shown to help employees develop and grow and behave in a moral and fair manner which are important elements for successful change. We aim to provide a further understanding of the associations between servant leadership and organizational outcomes during changing times. Drawing on the theories of social exchange (...) and goal-setting, and the norm of reciprocity, we propose the mediating role of organizational goal clarity in the associations between servant leadership and five organizational outcomes. The hypotheses are tested in four studies: a two-wave time-lagged survey study conducted in a service company going through a merger, and three experimental studies. The results show that servant leadership relates positively to goal clarity and negatively to uncertainty of employees during organizational change. Furthermore, organizational goal clarity positively mediates the associations between servant leadership and employees’ organizational change commitment and service performance (e.g., organizational citizenship behavior, customer service and customer orientation). This investigation provides a theoretical and empirical validation of a mechanism through which servant leaders enhance organizational performance during changing times. (shrink)

The authors examine empirically the influence of personal and organizational values on marketing professionals'' ethical behavior. The results indicate that personal and organizational values underlie differences in marketing professionals'' ethical behavior, albeit small terms of the proportion of explained variance. The results also suggest the relationship between organizational values and ethical behavior to be significant. However, the same is not the case for the relationship between personal values and ethical behavior.

Schwartz developed his Theory of Basic Human Values and corresponding instruments, the portrait values questionnaire (PVQ) and the Schwartz values survey (SVS), in order to measure personal values. He uses these instruments (in a slightly modified form) in conjunction with his Theory of Cultural Value Orientations to measure cultural or societal values. His theoretical work is also used in studying organizational values; however, none of these instruments seem suitable to compare personal and perceived (...) organizational values. If the PVQ is widely used to measure personal values, and we need commensurate measures of the person and organization for comparative analysis, then can we not minimally adjust the PVQ to measure organizational values? In this article we discuss the testing of one such adjusted PVQ used for gauging universities’ organizational values. We developed the PVQ-uni to measure university values as perceived by students. We collected data from sociology departments at two universities, one in Austria ( n = 133) and one Nigeria ( n = 156). We then tested the reliability and the validity of the new instrument. Based on the data collected, we found that the PVQ-uni is a reliable and valid instrument; however, further refinements are needed for the instrument to be used successfully in Africa. (shrink)

Codes of ethics are being increasingly adopted in organizations worldwide, yet their effects on employee perceptions and behavior have not been thoroughly addressed. This study used a sample of 613 management accountants drawn from the United States to study the relationship between corporate and professional codes of ethics and employee attitudes and behaviors. The presence of corporate codes of ethics was associated with less perceived wrongdoing in organizations, but not with an increased propensity to report observed unethical behavior. Further, organizations (...) that adopted formal codes of ethics exhibited value orientations that went beyond financial performance to include responsibility to the commonweal. In contrast to corporate codes of ethics, professional codes of ethical conduct had no influence on perceived wrongdoing in organization nor these codes affect the propensity to report observed unethical activities. (shrink)

Organizational values determine the behaviour and norms expected in the organization. The more similar the attitude, the way of thinking and the value system among organizational members the stronger the culture is. The characteristics of personality can be well modelled with the concept of self-evaluation. The purpose of this article is to create a theoretical framework that reveals the relationships between self-evaluation dimensions, organizational values and employees’ commitment dimensions. Based on the results, affective commitment is (...) supported by a high level of self-esteem and self-efficacy through the organizational values such as collaboration, trust, affiliation, achievement, autonomy, competition and growth. In contrast, professional commitment is supported by a high level of locus of control and emotional stability, through the organizational values such as routinization, attention to details, formalization, support, communication and consistency. The conclusions of the theoretical model can... (shrink)

This paper employs data from a sample of the CEOs and top managers of seventy-nine U.S. companies and non-profit organizations to test hypotheses concerning the effects of the salience of organizational values on the accuracy of top managers’ perceptions of their CEOs’ values and their propensities to project their own values onto their CEOs. Results provide evidence that the salience of organizational values is positively related to both accuracy in subordinates’ perceptions of their superiors’ (...) values and projection of the subordinates’ values onto their superiors. This initially counterintuitive result is explained with reference to contemporary views of projection as a heuristic rather than as a non-normative bias that results in the cognitive distortion of reality. (shrink)

The article aims to evaluate the quality of a newly constructed diagnostic instrument for personal and organizational value congruence. To attain this, an expert evaluation was invoked. The selected experts evaluated the questionnaire scales and their constituent subscales as well as the eligibility of the contained statements for diagnosing of personal and organizational value congruence. It should be emphasized that the experts were provided a possibility of commenting on each of the statements, making observations and providing suggestions in (...) regard to the statements, scales and subscales of the questionnaire. This article presents the analysis of the evaluation commentaries by the experts, basing on which the main drawbacks of the new instrument were identified and highlighted. Furthermore, a new diagnostic instrument, constructed in accordance with the results of the expert evaluation as applicable for personal and organizational value congruence is introduced as the main result of the research. (shrink)

The paper aims to analyse the structure of the formed models of congruence of personal and organizational values, opportunities of their application in order to conceptualize the guidelines for the formation of an integrated model. The models for analysis were selected from the articles published in international databases with the keywords associated with value congruence models and grouped by the types of models: models that represent the origin of the phenomenon of value congruence and methodology of evaluation, and (...) models, which depict the impact of value congruence on the employee and activities of the organization. The main result of this research is a complex analysis of all models of congruence of personal and organizational values presented in the scientific literature, in the aspect of their structure, content and practical application. It was found that the essential elements of the models analysed are personal values, organizational values, congruence of personal and organizational values and the influence of congruence on the person and the organization. However, the models lack not only the scientific substantiation of the influence of the phenomenon of value congruence on the person and the organization, but also practical recommendations on how to achieve strong value congruence in the organization. This article exclusively presents the analysis of models developed by different scientists, but the obtained results of empirical studies are not compared statistically, applying certain models in practice. Such criteria as the sample size, the nature of activities of the organizations were not analysed and the states, in which the studies were carried out with the application of the analysed models, are not emphasized. This study also does not aim to determine the most appropriate diagnostic instrument for evaluation of value congruence, leaving the open way for the further discussions. The originality of this research is presupposed by the fact that it presents most of the models described in the scientific literature that evaluate the congruence of personal values of employees and the values prevailing in the organization. This will help the researchers of value congruence form a clear view about the models published in scientific literature, not to be disorientated in the diversity of the presented models and look for new directions for improvement of models of value congruence. A newly developed complex model of value congruence also offered to executives of organizations will help perceive the process of formation of this phenomenon and its benefits, and understand how to manage this phenomenon in practice. (shrink)

How and why could some stories be construed as sacred in organizations, and what functions does the sacred have in organizational values work? Research has shown how values can be made formative of a range of organizational purposes and forms but has underscored their performative, situated, and agentic nature. We address that void by studying the sacred as a potentially salient yet under-researched realm of values work. Drawing on an ethnographic case study of a faith-based (...) health care organization and the ethical philosophy of Paul Ricoeur, we describe how the sacred is figured in two sets of tales that were lived and told with surprising intensity and consistency: the parable of the Good Samaritan and the tale of the legacy bestowed by the organization’s founder. We theorize how this figuring of the sacred in story and in action recasts values work from a centralized and unitary process to a two-way learning dialectic between the ongoing creative imitation of action and narrative. Values in the shape of stories of the sacred do not achieve their meaning as unchangeable cores or sanctioned beliefs. Rather, they come to life in a process of ongoing moral inquiry that co-evolves with moral agencies. In the latter regard, the sacred primarily becomes manifest in everyday work in the form of questioning and creative acts of care. People become moral agents when they feel and respond to the sacred in the call of the other. (shrink)

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. (shrink)

This paper reports on the implementation of a methodology for detailing organizational values and measuring their influence on organizational performance. The work takes a grounded approach based on a large corpus of mission statements, which have been shown to be an authentic source of organizational values. A link is made between the mesh of values through an organization and the resulting world-class performance using a methodology that comprises benchmaking and values assessment. The framework (...) developed in the paper is an attempt to map and develop the associations of individuals within the organizations. (shrink)

Care has increasingly been promoted as an element of successful management practice. However, an ethic of care is a normative theory that was initially developed in reference to intimate relationships, and it is unclear if it is an appropriate normative standard in business. The purpose of this review is to bridge the social scientific study of care with philosophical understandings of care and to provide a theoretical justification for care as a managerial value. We review the three different forms of (...) care advanced by the ethics literature: caring relations, organizational care, and care as a virtue. We compare these forms of care to the management litertature. In doing so, we integrate what has previously been a scattered, yet growing, body of research on care. Our review of the literature reveals that care has increasingly been studied in management in relation to an ethic of care. Yet, many of the properties of care have also played a role in other established research domains (e.g., leadership). We discuss and critique the management and ethics literatures on care, paying attention to areas of agreement or disagreeement between the two. We go on to provide a normative justification of care as a value in business. Finally, we close by suggesting directions for future research. (shrink)

Social projects are based on ethical values that members defend, incorporate in their life and want to implement. Identity and mission play an important role in the transmission of values within or...

This paper examines the critical role that organizational leaders play in establishing a values based climate. We discuss seven mechanisms by which leaders convey the importance of ethical values to members, and establish the expectations regarding ethical conduct that become engrained in the organizations climate. We also suggest that leaders at different organizational levels rely on different mechanisms to transmit values and expectations. These mechanisms then influence members practices and expectations, further increase the salience of (...) ethical values and result in the shared perceptions that form the organizations climate. The paper is organized in three parts. Part onebegins with a brief discussion of climates regarding ethics and the critical role of values. Part two provides discussion on the mechanisms by which leaders and members transmit values and create climates related to ethics. Part three provides a discussion of these concepts with implications for theory, research, and practice. (shrink)

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. (shrink)

This study examines the ethical values of respondents by level in the organizational hierarchy of a single firm. It also explores the possible impacts of gender, education and years of experience on respondents' values as well as their perceptions of how the organization and professional associations influence their personal values. Results showed that, although there were differences in individuals' ethical values by hierarchical level, significantly more differences were observed by the length of tenure with the (...) organization. While respondents, as a whole, were rather ambivalent in their perception of the organization's and professional associations' influence on their values, sales/service persons frequently felt pressured to modify their values in order to achieve company goals. (shrink)

Spiritual values in the workplace, increasingly discussed and applied in the business ethics literature, can be viewed from an individual, organizational, or interactive perspective. The following study examined previously unexplored workplace spirituality outcomes. Using data collected from five samples consisting of full-time workers taking graduate coursework, results indicated that perceptions of organizational-level spirituality (“organizational spirituality”) appear to matter most to attitudinal and attachment-related outcomes. Specifically, organizational spirituality was found to be positively related to job involvement, (...) organizational identification, and work rewards satisfaction, and negatively related to organizational frustration. Personal spirituality was positively related to intrinsic, extrinsic, and total work rewards satisfaction. The interaction of personal spirituality and organizational spirituality was found related to total work rewards satisfaction. Future workplace spirituality research directions are discussed. (shrink)

Over the last decade, businesses, policymakers, and researchers alike have advocated the need for value creation through inter-organizational collaboration. Researchers have widely argued that organizations that are engaged in collaborative processes create value. Because researchers have tended to focus on the identification of organizational motivations and on key success factors for collaboration, however, both the nature and processes of value creation in inter-organizational collaboration have yet to be examined. A recent theory by Austin and Seitanidi :726–758, 2012a; (...) Nonprofit Volunt Sect Q 41:929–968, 2012b) has proposed an analytical framework for analyzing value creation in inter-organizational collaboration, based on four types of value. The purpose of this current study is to empirically test this framework, and to provide key pointers for analyzing the nature of value, particularly in relation to learning. Our detailed empirical research is based on a 6-year retrospective case study of an inter-organizational partnership within an international development project for local economic development in Guatemala. The study’s contributions are twofold. First, it provides evidence of the critical path of the creation of diverse types of values in a collaborative process; second, it links the different types of value creation with the types of learning that occur in an inter-organizational process. (shrink)

Growing interest in workplace spirituality has led to the development of a new paradigm in organizational science. Theoretical assumptions abound as to how workplace spirituality might enhance organizational performance, most postulating a significant positive impact. Here, that body of research has been reviewed and analyzed, and a resultant values framework for workplace spirituality is introduced, providing the groundwork for empirical testing. A discussion of the factors and assumptions involved for future research are outlined.

Over the last decade, businesses, policymakers, and researchers alike have advocated the need for value creation through inter-organizational collaboration. Researchers have widely argued that organizations that are engaged in collaborative processes create value. Because researchers have tended to focus on the identification of organizational motivations and on key success factors for collaboration, however, both the nature and processes of value creation in inter-organizational collaboration have yet to be examined. A recent theory by Austin and Seitanidi :726–758, 2012a; (...) Nonprofit Volunt Sect Q 41:929–968, 2012b) has proposed an analytical framework for analyzing value creation in inter-organizational collaboration, based on four types of value. The purpose of this current study is to empirically test this framework, and to provide key pointers for analyzing the nature of value, particularly in relation to learning. Our detailed empirical research is based on a 6-year retrospective case study of an inter-organizational partnership within an international development project for local economic development in Guatemala. The study’s contributions are twofold. First, it provides evidence of the critical path of the creation of diverse types of values in a collaborative process; second, it links the different types of value creation with the types of learning that occur in an inter-organizational process. (shrink)

This paper seeks to advance our thinking about values and justice by studying the relationship between these constructs at the organizational level. We hypothesize that collective perceptions of moral values in organizational settings will influence collective perceptions of justice. Survey results from 619 individuals in 108 departments strongly support our hypothesis that collective values influence perceptions of both procedural and overall justice climate. We discuss these results, and their implications for thinking about relationships between moral (...) values and justice at even higher levels of analysis such as society overall. (shrink)

We assess the organizational culture in the finance industry in relation to the global financial crisis and consider the potential of cultural change to improve the financial sector. To avoid biases, we build on the person–organization fit literature and develop a novel, indirect method for assessing organizational culture that revolves around relationships between employees’ personal traits and their career success in the industry or organization under study. We analyze personal values concerning the pursuit of private gain versus (...) personal values concerning caring for others and consider whether employees that value self-enhancement more and self-transcendence less enjoy more career success relative to their peers when working in finance than when working in other industries. Results do not reveal any sort of cross-industry differences that would implicate the finance industry’s culture in the financial crisis. Instead, we find the opposite, namely that strong self-enhancement values and weak self-transcendence values go together with less career success in the finance industry compared to other industries. Hence, if anything, the culture in the finance industry does not seem to resonate well with professionals that seek to pursue personal gain at the expense of clients’ welfare. Implication is that cultural change has little potential to improve the financial system. Meanwhile, the method for assessing organizational culture indirectly by analyzing relationships between employees’ traits and their career outcomes has wider applicability, particularly when relying on scores or measures obtained directly from the people concerned is likely to render biased evidence. (shrink)