Crafting Values in Organizational Change Processes

Management: Journal for Theory and Practice Management, 2017

Human behaviour is, both generally and in organizations, determined by extrinsic and intrinsic factors (Aronson, Wilson & Akert, 2016; Robbins & Judge, 2016). Rewards, systems and structures that govern the organization members' actions and decisions are prominent extrinsic factors. Motives and needs, knowledge and abilities, as well as cognitive components, such as assumptions, values, or norms, are prominent intrinsic factors. Among cognitive determinants of human behaviour in organizations, values are prominent as a prescriptive cognitive structure that "prescribes" peoples' actions, interactions and decisions. Values have always been perceived as a guide for action at both individual and organizational levels (Stackman, Pinder & Connor, 2000). People almost always behave according to their values, so their actions, interactions, and decisions most often comply with their values (Fiske & Taylor, 1991). This is precisely the reason why causes, processes and effects of the value changes are a very important research topic if we tend to understand organizations and their changes. Changes of values, both individual and collective, shared by the people in organizations happen slowly and with difficulty, and most often in the face of dramatic changes in the environment or within organizations themselves (

2017

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Applied Psychology, 2019

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Business Strategy Series, 2008

PurposeVision, Mission and Values are buzzwords that many leaders have grasped on to and attempted to adopt. Most, however, have failed to inculcate the values. What is missing is a model to translate values into actions and behviours.Design/methodology/approachThe Value Inculcation Model introduces a four step approach that links Values to Organizational Performance. It is based on ten years research and work by Bridges Business Consultancy Int.FindingsBy identifying core values, changing attitudes and encouraging new behaviours, the organisation will start to transform.Originality/valueIdentifying the values for an organisation is only step one of a four step process. To successfully become a value‐driven organisation, leaders must translate core values into what it means to staff member's attitude and behaviours and then consider the overall impact to Organisational performance.

Journal of Change Management, 2009

Understanding Values Work

Journal of Business and Leadership, 2006

This research examines the values statements of 32 7 organizations to identif y the core values concepts or words that are used by firm s to defin e the fu ndamental belief systems of the enterprise. One hundred and ten unique words or concepts were il/eutified. Us ing au action science methodology, 78 practicing managers s01ted th ese words into a classification schem e that resulted in 13 distinct categories of organization values that can be viewed as m eta-values or core concepts of organizations. INTROD UCTION The subj ect of organi zational va lues is rece ivin g increased attention from ma nagement c holars and practitioners (Howard , 1990; Nohria and G hos ha l, 1994; Hinings et al. 1996; Blanc ha rd and O 'Conn or 1997 ; Paine, 2003). Some have even suggested that the presence of clearly identifi ed and understood "core values" or "common va lues" is a key e le ment of successful organi zation s (Co li ins and Porras. 1994 ; Tyabji , 2000). Despite so me criticism, the genera l consensus a mong academi c ia ns, consul ta nts, and managers seems to be that shared va lues are a ha llmark of successful organi za ti ons (Ande rson, 1997; B lanchard , 1998 ; Davidson, 2002). of change. Cambridge, MA: Harvard B usiness School Publi shin g. Aaro n Buchko is professor of management at Bradley University. He received hi s Ph.D. in management fro m M ic hi ga n State University. Hi s current research interests in clude th e nature and role of orga ni zational va lues in organi za ti ons; in stitutional perspectives and business strategy; and understanding the impact of mora l development on organi zations and executives. He has co-authored a book on student fi eld casework and has publi shed artic les in

Understanding Values Work, 2020

Organization Studies, 2013

We make the case that there are four distinct forms of organizational valuesespoused, attributed, shared and aspirational. These partial, but related forms encompass variation in temporal orientation and levels of analysis. We use these forms to reveal the dynamic nature of organizational values by delineating the evolution of gaps and overlaps between them. We set out a series of propositions, originating from institutional, organizational and managerial sources to explain the nature of movement between these distinct forms of values and the potential implications for organizational behaviour and performance. Finally, we consider the possibilities of this fine-grained analysis of the organizational values concept for future research.