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The purpose of this paper is to integrate research conducted on work values, political values and cultural values to develop a new heuristic model of values that can be applied to workplace outcomes.

This is a conceptual paper that draws upon the work values, political values and cultural values literatures and the “similarity leads to attraction” and “dissimilarity leads to repulsion” hypotheses to advocate an integrative conceptual model spanning these constructs.

Integrating the three types of values with the underlying hypotheses of “similarity leads to attraction” and “dissimilarity leads to repulsion”, an internally consistent two-factor model of values is developed. This heuristic model argues that one set of factors causes value congruence and its associated outcomes and a different set of factors causes value incongruence and its associated outcomes. By conceptualizing value congruence and value incongruence as a two-factor theory, the idea is advanced that people do not assess value similarity and value dissimilarity unidimensionally, but these are two separate dimensions supported by different theoretical hypotheses and processes.

Previous conceptual work on values has isolated different types of values and considered them separately. A contribution is made by integrating the three main streams of values research. The paper is the first to advocate a two-factor theory to values and the first to incorporate the “similarity leads to attraction” and “dissimilarity leads to repulsion” hypotheses. The model repositions the focus for future research on value congruence and incongruence.

The purpose of this paper is to examine the influence of both value congruence between employees and supervisors as well as the important role of employee voice for optimal outcomes in organizations.

A heterogeneous sample of 495 working adults across business sectors completed instruments on value fit, voice, citizenship behaviors, commitment and psychological well-being.

Results suggest when employees experience value fit with their immediate supervisor, they express voice in organizations. Employee voice partially mediated the effects of value congruence on citizenship behaviors, commitment and psychological well-being.

While it is common for employees and supervisors to share and observe personal values at work, few studies have considered the effects of alignment between these values. Further, this is one of the very few studies that have considered the employee consequences of this value congruence.

Extant research has shown the positive effects of value congruence on individual attitudes, behaviors and performance. However, very few studies have been conducted to examine the difference in the relationship between value congruence and attitudinal outcomes across people of different attributes. The purpose of this paper is to examine how the relationships between employee-organization value congruence and job attitudes vary across different occupational groups, with the focus on different levels of nurses. The study provides evidence to organizations to adopt better approaches to harness the benefit from employees’ spontaneous work motivation.

Nursing homes provide a unique research context because of the different nursing occupations with varying degree of identifying characteristics including educational attainment, skill level, income and decision-making power. The present study thus examines how the relationships between nurses-home value congruence and nurses’ job attitudes vary across different nursing occupations, instrumented by a survey of nursing staff of nursing homes in a Midwestern state in the USA.

Consistent with prior research, value congruence is found positively associated with nurses’ job satisfaction and organizational commitment, but negatively with turnover intention. Consistent with the “diminishing marginal effect” argument, the relationships between value congruence and job satisfaction and organizational commitment are found more pronounced among nurses of lower occupational level.

The extant literature does not explicitly compare the effect of within-occupation value congruence on various attitudinal and behavioral outcomes across different occupations. As values have individual and social foundations, in a specific workplace context, it is impractical, if not impossible, to gain a comprehensive view of employees’ value profile and work-related consequences without looking further into the differences across types of employee. Although without sufficient existing literature to compare to, the present study does provide consistent results with theoretical predictions, and display a relatively clear picture of how the relationships between value congruence and job attitudes are unwrapped along the occupational dimension.

Using the substitute for leadership framework, the purpose of this paper is to verify whether employees’ perceived value congruence with their organization can act as a moderator of the relationship between transformational leadership and empowered behaviors. A triple moderation hypothesis, wherein value congruence could both enhance or substitute leadership practices depending on employee tenure, is tested.

Self-reported data were collected from 1,934 employees of a large public organization.

Hierarchical regressions show that value congruence enhances transformational leadership’s effectiveness in new employees, but plays either a substitute role or no role at all in more tenured employees.

Findings suggest that the substitutes for leadership framework are useful in understanding both the enhancing and substitute role of value congruence with regards to transformational leadership. This study also underlines this framework’s complexity and the need for additional research that goes beyond bivariate models to further our understanding of transformational leadership moderators.

The knowledge of when leadership practices are enhanced or substituted could help leaders focus their efforts to maximize empowered behaviors.

This study verifies the theorized moderating role of value congruence in transformational leadership, which has been largely ignored in research. Additionally this study shows that this role can fluctuate according to tenure.

This study developed and tested a consumer relations model to determine linkages among brand identity, reputation and value congruence with positive Word-of- Mouth (WOM) intentions.

An intercept survey was conducted during which 350 participants were asked about their perceptions of the store from where they are most likely to purchase coffee among options including multi-national corporations (MNCs) that have global brand identity and small to medium enterprises (SMEs) with local brand identity.

Reputation and value congruence were positively related to positive WOM intentions. Unexpectedly, respondents indicated more positive WOM intentions toward SMEs than MNCs.

The findings suggested that value congruence and reputation are positively associated with WOM intentions. Yet, consumers indicated greater WOM intentions toward SMEs than MNCs, which implies that SMEs may be unique and have the ability to create more emotional attachment between businesses and consumers.

To promote consumers' positive WOM intentions, corporate/brand communication practitioners need to build a favorable reputation through effective communication that externalizes organizational values among consumers and includes companies' commitment to the communities in which they operate.

Like SMEs, MNCs should build quality relationships with the local community where they conduct business. Also, based on definitions of values and values congruence in the research literature, an original five-item scale of value congruence was developed and validated to measure the congruence between consumers' personal values and their perceptions of a company's values in the context of consumer relationship management.

The purpose of this paper is to explore the role of person-organization (P-O) value congruence on employees’ coping with organizational change and to test the moderating effect of change event attributes vis-à-vis value congruence and coping strategies.

This paper uses a four-dimensional design to examine relationships between P-O value congruence and employees’ coping strategies. It discusses moderating effects of change attributes based on an elaboration likelihood model. The sample includes 242 employees from 34 organizations in China. Data are analyzed by a structural equation model, dominance analysis and hierarchical regression analysis.

This paper provides empirical evidence that the four dimensions of P-O value congruence have different impacts on employees’ coping strategies with change; and the effects are moderated by employees’ perceived scope of change.

Future research should collect data at different time points during change processes to better understand the influence of value congruence on coping processes. To generalize robustly beyond this case-study requires research across a larger number of individuals and organizations.

According to this paper, value congruence between employees and organizations could be better ensured by considering it as an important factor in the recruitment and selection processes, which is more effective in the long run. This is particularly pertinent for those organizations which experience frequent changes.

First, this paper considers the influences of stable organizational factors and attributes of change events on employees’ coping abilities; these are both ignored in previous studies. Second, it develops a four-dimensional coping with change structure and a two-dimensional measure of change attributes in a Chinese context which are reliable and can thus be employed in future studies.

This study aims to investigate the shopping behaviour of consumers, mainly in fashion apparels, and intends to understand consumer buying patterns in Indian context. The study was designed to determine the level of consumer's sense of belonging towards apparel shopping by applying the concept of self-congruence.

The study used variance-based partial least squares structural equational modelling (PLS-SEM) on a cross-sectional study conducted on 569 consumers. The study was conducted by using questionnaire to collect the responses from the central zone of India. The results support most of the projected hypotheses.

The study focused on the shopping behaviour of consumer such as self-congruence, impulse buying, hedonic values and consumer satisfaction. The results of the study highlight the association of constructs and analysed the mediation relation of hedonic and impulse buying constructs. The results revealed a positive association among the constructs and also found a partial mediation effect in their relation with constructs.

The findings are outcomes of an empirical study conducted in the fashion apparel industry of India based on the sample set of urban consumers. The study is restricted to the direct and indirect relationship of constructs. Further, research can examine by using moderating constructs like demographic factors (gender, age, income, etc.) and other shopping behaviours (like brand loyalty, brand love, brand attachment) for more clarity in results. Moreover, the study limited is with fashion apparel, whereas there are many categories in the fashion industry like accessories, perfumes, cosmetic products, footwear and also other products industry.

The study provided valuable inputs to the literature of marketing where self-congruence affects consumer shopping behaviour such as impulse buying, hedonic values and consumer satisfaction. The study proposes a practical approach that can help the marketing professionals and product developers to have a deep understanding about consumer shopping behaviour for facilitating consumer-oriented goods in the Indian fashion industry.

This is one of the first studies in the fashion industry to test the association of self-congruence with hedonic value and consumer satisfaction. This relation is not tested in context of fashion apparel. Additionally, this study also examined the mediating effect of hedonic value and impulse buying in relation with self-congruence and consumer satisfaction in the Indian context.

The purpose of this paper is to examine the joint congruence effect of leadership styles and organizational culture on project members’ innovative behaviors in the construction projects setting.

The proposed hypotheses are tested using polynomial regression with a sample of 217 project managers and employees of different construction projects in China, and plotted through response surface analysis.

The results of polynomial regressions support the congruence effect hypothesis, indicating that more innovative behaviors of the project members could be elicited by a high level of congruence between transformational or transactional leadership styles and organizational culture. Furthermore, asymmetrical incongruence effects are found wherein project members with lower levels of innovative behaviors when project organizational culture is stronger as compared with when two leadership styles are at higher levels. Specifically, the condition is found under the innovation dimension of organization culture, but higher level of innovative behavior conversely displays when the harmony culture is weaker than two leadership styles.

The conceptual model and hypotheses are examined by analyzing cross-sectional and self-reported data collected in China. The findings could be further examined through multi-source or longitudinal, more systematic research.

The findings highlight the pivotal role played by the value congruence of leaders-organizations in motivating employees to be innovative in project organizations. This paper provides knowledge for project managers to help them understand whether and how project members’ innovative behaviors are better motivated by the fit or misfit between the styles of leadership and project organizational cultures. Besides, this study provides the approach or direction for the project leaders training.

This study is one of the first to examine the joint effects of leadership styles and organizational culture on innovative behavior based on the person-organization fit theory and from the perspective of value congruence.

Effects of leader‐member exchange, transformational leadership, and perceived value system congruence between leader and follower on follower's six upward influence strategies‐assertiveness, bargaining, coalition, friendliness, higher authority, and reasoning were studied using a sample of 281 managers working in various organizations in India. Results show that transformational leadership mediates the relationship between LMX and congruence. Both LMX and transformational leadership are related positively to friendliness and reasoning, and negatively to higher authority. Congruence is not related to influence strategies. Transformational leadership is the best predictor of friendliness, and neither LMX nor congruence explains significant additional variance in friendliness. Similarly, LMX is the best predictor of reasoning, and neither transformational leadership nor congruence explains significant additional variance in reasoning. Controlling for transformational leadership makes the relationship between LMX and higher authority non‐significant and controlling for LMX makes the relationship between transformational leadership and higher authority non‐significant.

Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between despotic leadership and employee’s organizational deviance. Specifically, the authors take a relational approach by introducing employee’s organizational identification as the mediator. The moderating role of value congruence in the relationship between despotic leadership and organizational deviance is also considered.

Data were collected from 15 universities in Turkey. The sample included 1,219 randomly chosen faculty members along with their department chairs. Hierarchical multiple regression analysis was conducted to test the proposed model.

The results of this study supported the positive effect of despotic leadership on employee’s organizational deviance as well as the mediating effect of employee’s organizational identification. Moreover, when the level of value congruence is high, the relationship between organizational identification and organizational deviance is strong, whereas the effect is weak when the level of value congruence is low.

The findings of this study suggest that educational administrators in the higher education should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce organizational deviance. Moreover, they should pay more attention to the buffering role of value congruence for those subordinates with high distrust and showing organizational deviance.

This study contributes to the literature on workplace deviance by revealing the relational mechanism between despotic leadership and employee organizational deviance. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust, increasing leader-employee relationship and reducing organizational deviance.