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Book part
Publication date: 24 July 2020

Antonio Casanueva-Fernández and José Alberto Ross-Hernández

Senior managers seek to align managerial endeavors with the organization’s objectives. Traditionally, alignment has focused on monitoring and rewarding the achievement of assigned…

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.

Details

Strategy, Power and CSR: Practices and Challenges in Organizational Management
Type: Book
ISBN: 978-1-83867-973-6

Keywords

Article
Publication date: 3 February 2012

Rein De Cooman and Roland Pepermans

This paper aims to use the signaling theory and the person‐organization fit framework as a rationale to study value‐related information prospective applicants receive from…

3912

Abstract

Purpose

This paper aims to use the signaling theory and the person‐organization fit framework as a rationale to study value‐related information prospective applicants receive from employers through the communication in job ads.

Design/methodology/approach

The authors analyzed the content of 1,768 job advertisements published in two national and two regional Dutch‐speaking magazines in Belgium. Four independent judges coded all information in the offer section and categorized it into five content categories adopted from Lyons and colleagues. Since important sectoral distinctions exist in terms of structural‐operational as well as value‐related characteristics, this study examines how profit and nonprofit organizations portray themselves in the offer section of the job advertisements they send out.

Findings

Generally inconsistent with the authors' assumptions, the results show that intrinsic and prestige values are more intensively reported in job ads from the profit sector, whereas altruistic and extrinsic values are brought up more in job ads from the nonprofit sector. However, because nonprofit organizations print smaller, often non‐colored ads in the national language, additional analyses controlling for these factors confirmed only one of the sectoral differences. Nonprofit organizations seem to compensate for values that are obvious in their sector (i.e. altruistic and intrinsic) by more intensively emphasizing extrinsic values (e.g. insurance and fringe benefits) compared to profit organizations.

Originality/value

Only part of the information provided in the earliest phase of the recruitment process reflects the values one would expect based on organizational theory and empirical evidence. This, obviously, engenders an important threat to the establishment of person‐organization fit.

Details

Personnel Review, vol. 41 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 13 February 2007

Aaron A. Buchko

The purpose of this paper is to examine the role of organization leaders, particularly top managers, in building support for and developing behaviors that are consistent with…

8165

Abstract

Purpose

The purpose of this paper is to examine the role of organization leaders, particularly top managers, in building support for and developing behaviors that are consistent with values‐based management, by providing an empirical assessment of the effect of an organization's senior leadership on the values‐based management process.

Design/methodology/approach

As part of a program of organization development, a values‐based management approach was implemented in a large manufacturing organization. As part of the process, a system of measuring and evaluating values‐based behaviors was developed. The senior leaders of two groups of the organization were assessed in terms of their values behaviors, and their direct reports were likewise evaluated by the organization using a 360° process.

Findings

The results indicated that the leader's values behaviors were significantly related to the values behaviors of subordinates. Subordinates of leaders who strongly demonstrated values‐based management behaviors were more likely to exhibit the same behaviors.

Originality/value

The value of these findings lies in the suggestion that the role of organization leaders, and specifically the behaviors demonstrated by leaders, are important in determining the outcomes of values‐based management techniques. Subordinates may take cues from their leaders and model their values‐based behaviors after those of the organization's leadership.

Details

Leadership & Organization Development Journal, vol. 28 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Book part
Publication date: 28 March 2015

Marya L. Besharov and Rakesh Khurana

This paper explores how Selznick’s approach to leadership can inform contemporary organizational theory and research. Drawing on Selznick’s writing in Leadership in Administration

Abstract

This paper explores how Selznick’s approach to leadership can inform contemporary organizational theory and research. Drawing on Selznick’s writing in Leadership in Administration and related works, we characterize organizations as simultaneously technical entities pursuing economic goals and value-laden entities pursuing non-economic goals arising from their members and their role in society. These two aspects of organizations are deeply intertwined and in continual tension with one another, and the essential task of leadership is to uphold both – protecting and promoting values while also meeting technical imperatives. To do so, leaders establish a common purpose that includes values and ideals not just technical imperatives, they create structures and practices that embody this purpose, and they make organizational decisions and personal behavioral choices that are consistent with this purpose. We consider each task of leadership in turn, showing how Selznick’s ideas enrich and extend contemporary research on competing institutional logics, organizational design, culture, and identity, leadership, and meaningful work.

Details

Institutions and Ideals: Philip Selznick’s Legacy for Organizational Studies
Type: Book
ISBN: 978-1-78441-726-0

Keywords

Abstract

Details

Values, Rationality, and Power: Developing Organizational Wisdom
Type: Book
ISBN: 978-1-83867-942-2

Book part
Publication date: 28 March 2015

Ryan Raffaelli and Mary Ann Glynn

Leaders are important social actors in organizations, centrally involved in establishing and maintaining institutional values, a view that was articulated by Philip Selznick…

Abstract

Leaders are important social actors in organizations, centrally involved in establishing and maintaining institutional values, a view that was articulated by Philip Selznick (1957) nearly a half-century ago, but often overlooked in institutionalists’ accounts. Our objective is to build on Selznick’s seminal work to investigate the value proposition of leadership consistent with institutional theory. We examine public interview transcripts from 52 senior executives and discover that leaders’ conceptualizations of their entities align with the archetypes of organization (i.e., economic, hierarchical, and power oriented) and institution (i.e., ideological, creative and collectivist) and cohere around a set of relevant values. Extrapolating from this, we advance a theoretical framework of the process whereby leaders’ claims function as transformational mechanisms of value infusion in the institutionalization of organizations.

Details

Institutions and Ideals: Philip Selznick’s Legacy for Organizational Studies
Type: Book
ISBN: 978-1-78441-726-0

Keywords

Article
Publication date: 1 April 1992

Allan H. Church, Robert F. Hurley and W. Warner Burke

A series of interviews were conducted with 12 experiencedOrganization Development (OD) practitioners in order to explore theimpact that changes in the business world may have had…

Abstract

A series of interviews were conducted with 12 experienced Organization Development (OD) practitioners in order to explore the impact that changes in the business world may have had on the values of the field. Eight major themes emerged from these interviews: (1) OD practitioners are driven by large system change; (2) humanistic values remain at the core of OD efforts; (3) practitioners are focusing more on business effectiveness issues; (4) achieving personal goals and rewards are strong motivators; (5) practitioners sometimes project their own issues and problems onto clients; (6) some operate as fringe dwellers on the margin of commitment to organizations; (7) the OD missionary is alive but not well; and (8) training for the field is a severe problem – there are too few mentors for the number of people entering the field. Addresses implications for the field of OD.

Details

Journal of Organizational Change Management, vol. 5 no. 4
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 19 August 2020

Beth G. Chung, Michelle A. Dean and Karen Holcombe Ehrhart

This study examines whether inclusion values predict organizational outcomes through mediating effects of inclusive HR practices and investigates whether intellectual (human and…

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Abstract

Purpose

This study examines whether inclusion values predict organizational outcomes through mediating effects of inclusive HR practices and investigates whether intellectual (human and social) capital serves as a contingency variable in moderating the relationship between practices and outcomes.

Design/methodology/approach

Organizational-level data were collected from 79 senior-level executives. Hypotheses were examined via regression analyses and the product-of-coefficients approach was used to test for indirect and conditional indirect effects.

Findings

This study found a positive relationship between inclusion values and inclusive HR practices and between inclusive HR practices and organization-level outcomes. Inclusive HR practices mediated the relationship between values and outcomes and intellectual capital moderated the relationship between practices and outcomes, such that inclusive HR practices played a greater role in augmenting outcomes for organizations with lower intellectual capital.

Practical implications

Alignment of inclusion values and inclusive HR practices is important for organizational effectiveness, and inclusive HR practices are likely to play a particularly important role when an organization is relatively weak in intellectual capital.

Originality/value

This paper broadens the inclusion literature by using a macro-level lens to understand how organizational inclusion values and practices may relate to organizational outcomes. It also shows the importance of intellectual capital as a contextual variable in the inclusion practice to outcome relationship.

Details

Personnel Review, vol. 50 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 10 July 2017

Grant O’Neill, Antonio Travaglione, Steven McShane, Justin Hancock and Joshua Chang

This paper aims to investigate whether values enactment could be increased through frame-of-reference (FOR) training configured around values prototyping and behavioural domain…

Abstract

Purpose

This paper aims to investigate whether values enactment could be increased through frame-of-reference (FOR) training configured around values prototyping and behavioural domain training for managers within an Australian public sector organisation.

Design/methodology/approach

Employees from an Australian public sector organisation were studied to ascertain the effect of values training and development via a three-way longitudinal design with a control group.

Findings

The findings indicate that FOR training can increase employee values enactment clarity and, thereby, have a positive impact upon organisational values enactment.

Practical implications

The application of FOR training constitutes a new approach to supporting the development of employee values clarity, which, in turn, can support the achievement of organisational values enactment. Through FOR training, employees can learn to apply organisational values in their decision-making and other behaviours irrespective of whether they are highly congruent with their personal values.

Originality/value

Empirical research into values management is limited and there is a lack of consensus to what is needed to create a values-driven organisation. The article shows that FOR training can be a beneficial component of a broader human resource strategy aimed at increasing organisational values enactment. With reference to the resource-based view of the firm, it is argued that values enactment constitutes a distinctive capability that may confer sustained organisational advantage.

Details

International Journal of Organizational Analysis, vol. 25 no. 3
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 20 September 2011

Cathrine Filstad and Petter Gottschalk

The aim of this paper is to investigate the extent to which espoused values among police managers in the Norwegian police force are compatible with those of a learning organization

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Abstract

Purpose

The aim of this paper is to investigate the extent to which espoused values among police managers in the Norwegian police force are compatible with those of a learning organization.

Design/methodology/approach

A questionnaire was developed and administered to police managers in two police districts in Norway. A set of values was developed to measure police culture and their significant correlation with those of a learning organization. All values were believed to represent cultural dimensions of potential importance to law enforcement performance.

Findings

It was found that police managers espoused values of informality and empowerment rather than authority and hierarchical order. These values are the only police values that are found to be significantly correlated with those of a learning organization. Moreover, these findings contradict the previous literature within policing, which describes a police culture of hierarchy, authority and closeness. Also, these values only represent two of the eight values that were found to be crucial for becoming a learning organization.

Research limitations/implications

There is a need for police managers to both espouse and enact values in accordance of those of a learning organization, but this study only investigates espoused values. Hence, further research is needed to investigate the possibilities for the Norwegian police force to become a learning organization.

Originality/value

The paper provides empirical research to generate insights into espoused values of the Norwegian police force and identifies those values that are crucial for their possibilities of becoming a learning organization.

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