Value Systems and Their Influence on Managerial Mindsets and Managers’ Volitions

Abstract

Senior managers seek to align managerial endeavors with the organization’s objectives. Traditionally, alignment has focused on monitoring and rewarding the achievement of assigned targets. However, there is evidence to suggest that organizations may also seek to align managerial “values” with those of the organization. These attempts to influence managerial mindsets through management control systems raise non-trivial questions regarding the systems involved, the reasons behind them, and the possible consequences of such attempts. These questions form the basis of this research, and this chapter reports on two case studies of Mexican organizations that claim to have a values-based philosophy. This study contributes to the management literature by presenting empirical evidence related to certain philosophical ideas on the development of human potential and senior managers’ attempts to influence their employees’ will. In detailing the implementation process of two specific value systems, this chapter fills a gap identified in the management control literature.

Citation

Casanueva-Fernández, A. and Ross-Hernández, J.A. (2020), "Value Systems and Their Influence on Managerial Mindsets and Managers’ Volitions", García-Álvarez, S. and Atristain-Suárez, C. (Ed.) Strategy, Power and CSR: Practices and Challenges in Organizational Management, Emerald Publishing Limited, Leeds, pp. 47-68. https://doi.org/10.1108/978-1-83867-973-620201006