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Journal articles on the topic 'Organizational values'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Dobni, Dawn, J. R. Brent Ritchie, and Wilf Zerbe. "Organizational Values." Journal of Business Research 47, no. 2 (2000): 91–107. http://dx.doi.org/10.1016/s0148-2963(98)00058-7.

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2

Scott, Elizabeth D. "Organizational Moral Values." Business Ethics Quarterly 12, no. 1 (2002): 33–55. http://dx.doi.org/10.2307/3857647.

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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 cont

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3

Mastenbroek, Willem. "Clarifying organizational values." European Management Journal 8, no. 2 (1990): 216–17. http://dx.doi.org/10.1016/0263-2373(90)90089-o.

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4

Jiang, Zhou. ""Cultural Values, Organizational Trust, and Organizational Commitment"." Academy of Management Proceedings 2015, no. 1 (2015): 16089. http://dx.doi.org/10.5465/ambpp.2015.16089abstract.

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5

Sousa, Juliana Moraes de, and Juliana Barreiros Porto. "Do Work Values Predict Preference for Organizational Values?" Psico-USF 21, no. 1 (2016): 135–45. http://dx.doi.org/10.1590/1413-82712016210112.

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Abstract The purpose of this research is to identify evidence that work values can predict organizational values preference, based on conceptual similarity proposed by the Theory of Values. A total of 254 Brazilian undergraduate students responded to the Organizational Values Scale and the revised Work Values Scale. Hierarchical regressions were run controlling for demographics. The results indicated significant explanation of variance for all organizational values. The most significant predictors were compatible with the hypotheses based on Schwartz's Theory of Values, revealing that work and

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6

Giedraitis, A., R. Stašys, and J. Ramanauskas. "ORGANIZATIONAL VALUES HARMONIZATION PROCESS." Drukerovskij vestnik 3 (February 2016): 89–107. http://dx.doi.org/10.17213/2312-6469-2016-3-89-107.

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7

Hinings, C. R., L. Thibault, T. Slack, and L. M. Kikulis. "Values and Organizational Structure." Human Relations 49, no. 7 (1996): 885–916. http://dx.doi.org/10.1177/001872679604900702.

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8

Amis, John, Trevor Slack, and C. R. Hinings. "Values and Organizational Change." Journal of Applied Behavioral Science 38, no. 4 (2002): 436–65. http://dx.doi.org/10.1177/002188602237791.

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9

Bourne, Humphrey, Mark Jenkins, and Emma Parry. "Mapping Espoused Organizational Values." Journal of Business Ethics 159, no. 1 (2017): 133–48. http://dx.doi.org/10.1007/s10551-017-3734-9.

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10

Elizur, Dov, and Meni Koslowsky. "Values and organizational commitment." International Journal of Manpower 22, no. 7 (2001): 593–99. http://dx.doi.org/10.1108/01437720110408967.

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11

Huang, Min‐Ping, Bor‐Shiuan Cheng, and Li‐Fong Chou. "Fitting in organizational values." International Journal of Manpower 26, no. 1 (2005): 35–49. http://dx.doi.org/10.1108/01437720510587262.

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12

Leviatan, Uriel. "Values and Organizational Commitment." International Critical Thought 3, no. 3 (2013): 315–31. http://dx.doi.org/10.1080/21598282.2013.818091.

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13

Fischer, Ronald, and Peter B. Smith. "Values and Organizational Justice." Journal of Cross-Cultural Psychology 35, no. 6 (2004): 669–88. http://dx.doi.org/10.1177/0022022104270110.

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14

Kabat, Hugh F. "Building Core Organizational Values." American Journal of Pharmaceutical Education 62, no. 1 (1998): 94–95. http://dx.doi.org/10.1016/s0002-9459(24)01955-7.

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15

Crosby, Lawrence A., Mary Jo Bitner, and James D. Gill. "Organizational structure of values." Journal of Business Research 20, no. 2 (1990): 123–34. http://dx.doi.org/10.1016/0148-2963(90)90056-j.

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16

Hofstede, Geert. "Attitudes, Values and Organizational Culture: Disentangling the Concepts." Organization Studies 19, no. 3 (1998): 477–93. http://dx.doi.org/10.1177/017084069801900305.

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Sentiments collected through paper-and-pencil surveys are often arbitrarily classified according to categories imposed by the researcher, such as attitudes, values, and manifestations of organizational culture. The question is, to what extent are such classifications supported by the distinctions that respondents make in their own minds? In this paper, distinctions between categories of sentiments are supported empirically from the results of an employee survey in a large Danish insurance company (n = 2,590). The 120 questions used were classified into attitudes, values, perceptions of organiz

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17

Mustafa M. Bodrick, Mohammed I. Alassaf, Mohammed Y. Alrasi, Lobna A. Aljuffali, Abdullah A. Alhawas, and Aws A. Obaid. "Retaining Values and Interchanging Values within Organizational Contexts." Journal of Business and Management Studies 7, no. 3 (2025): 50–58. https://doi.org/10.32996/jbms.2025.7.3.6.

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This literature review examines two concepts: ‘retaining values’ versus ‘interchanging values’, and their impact on organizational dynamics. Retaining values are the non-negotiable principles fundamental to individual identity, while interchanging values can be adapted for harmony and respect in diverse settings. ‘Retaining values’ can include standards such as honesty or fairness that individuals in an organization uphold at all times. ‘Interchanging values’ refer to the cultural adaptation necessary to work with people from diverse backgrounds. The concepts are assessed across three contextu

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18

Burke, Ronald J. "Organizational Hierarchy and Cultural Values." Psychological Reports 81, no. 3 (1997): 832–34. http://dx.doi.org/10.2466/pr0.1997.81.3.832.

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This study examined the relationship of organizational hierarchy and aspects of cultural values within a single large professional services firm. Four levels were considered: partners, managers, professional field staff, and secretarial support staff. The importance, presence, and gap between importance and presence of ten cultural values served as dependent variables. The highest and lowest hierarchical levels had more favorable opinions on the importance and presence of these cultural values. Implications for service to clients are drawn.

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19

Geremias Leal, Fernanda, and Mário César Barreto Moraes. "An organizational perspective of values." Revista de Negócios 21, no. 1 (2016): 44. http://dx.doi.org/10.7867/1980-4431.2016v21n1p44-54.

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The studies on organizational values have acquired centrality in the Business Administration field within a functionalist perspective, based on the evidence that organizations with strong cultures achieve better global results. The belief in the potentiality of this resource, especially in regard to behavior alignment aimed for goal achievement, has prompted the quest for a theoretical structure of the concept and development of different ways of assessment. More contemporary perspectives, however, have come across significant constraints within the existing framework, especially the ones that

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20

Knoop, Robert. "Organizational Commitment and Individual Values." Perceptual and Motor Skills 78, no. 1 (1994): 200–202. http://dx.doi.org/10.2466/pms.1994.78.1.200.

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The importance of values as a component of the definition of organizational commitment was tested. Although all of the 21 work values analyzed for 142 nurses and 29 nurse managers were significantly related to commitment, one (pride in the organization) accounted for 66% of the variance in commitment. Results were discussed in terms of perceptual variability and organizational efficiency and effectiveness.

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21

Ando, Ildiko. "Individual Values for Organizational Success." Competitio 8, no. 2 (2020): 37–51. http://dx.doi.org/10.21845/comp/2009/2/3.

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Douglas McGregor published Theory Y in 1960. The main element of this theory is integration of individual and organizational objectives. Today, near 50 years later, the integration of individual and organizational goals remians only theory in several business organizations. The author of this study conducted an online survey in 2008 in order to examine company cultures, values was harmonization between organizational-level and individual-level sets of values. Two multinational companies with 324 respondents took part in the research up to this time. This publication shows the findings of the s

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22

Cohen, Aaron, Zehava Rosenblatt, and Tali Buhadana. "Organizational Learning and Individual Values." Administration & Society 43, no. 4 (2011): 446–73. http://dx.doi.org/10.1177/0095399711413080.

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23

James, P. S. "Aligning and Propagating Organizational Values." Procedia Economics and Finance 11 (2014): 95–109. http://dx.doi.org/10.1016/s2212-5671(14)00180-4.

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24

Sankar, Y. "Organizational culture, values, and ethics." International Journal of Value-Based Management 1, no. 1 (1988): 9–26. http://dx.doi.org/10.1007/bf03186612.

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25

Bourne, Humphrey, and Mark Jenkins. "Organizational Values: A Dynamic Perspective." Organization Studies 34, no. 4 (2013): 495–514. http://dx.doi.org/10.1177/0170840612467155.

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26

Koslowsky, Meni, and Shmuel Stashevsky. "Organizational values and social power." International Journal of Manpower 26, no. 1 (2005): 23–34. http://dx.doi.org/10.1108/01437720510587253.

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27

Miller, Jane Giacobbe, Melissa S. Woodard, Chun Guo, et al. "Cultural Values and Organizational Identification." Academy of Management Proceedings 2012, no. 1 (2012): 17131. http://dx.doi.org/10.5465/ambpp.2012.17131abstract.

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28

Seevers, Brenda S. "IDENTIFYING AND CLARIFYING ORGANIZATIONAL VALUES." Journal of Agricultural Education 41, no. 3 (2000): 70–79. http://dx.doi.org/10.5032/jae.2000.03070.

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The purpose of this descriptive-correlational study was to identify valid organizational values representative of NMCES educators and to investigate possible relationships between organizational values and selected demographics characteristics. The population was a census of all NMCES educators &I= 201). Results indicated that of the 14 values ranked by 75% or more as “‘extremely valued”, nine were also ranked as “‘extremely evident” in the policies and procedures of the organization. Significant correlations were found at the .05 level between 5 value statements and selected demographics.

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29

Fitzgerald, Glynis A., and Nancy M. Desjardins. "Organizational Values and Their Relation to Organizational Performance Outcomes." Atlantic Journal of Communication 12, no. 3 (2004): 121–45. http://dx.doi.org/10.1207/s15456889ajc1203_1.

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30

Ye, Junhui. "The Impact of Organizational Values on Organizational Citizenship Behaviors." Public Personnel Management 41, no. 5 (2012): 35–46. http://dx.doi.org/10.1177/009102601204100504.

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31

Allison, Jerry. "Values statements." International Journal of Organizational Analysis 27, no. 3 (2019): 666–89. http://dx.doi.org/10.1108/ijoa-08-2018-1501.

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Purpose This paper aims to examine 611 values statements to determine if values statements contain characteristics of organizational culture as provided by Denison and Mishra (1995). The general hypothesis given is there is a relationship between values statements and culture characteristics. Four testable hypotheses, one for each of Denison and Mishra’s (1995) characteristics, are created and tested. Design/methodology/approach The process in testing the hypotheses had two components. First, a taxonomy of the values statements had to be determined. This involved using natural language charact

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32

Helmig, Bernd, Vera Hinz, and Stefan Ingerfurth. "Valuing Organizational Values: Assessing the Uniqueness of Nonprofit Values." VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations 26, no. 6 (2014): 2554–80. http://dx.doi.org/10.1007/s11266-014-9530-6.

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33

Finegan, Joan E. "The impact of person and organizational values on organizational commitment." Journal of Occupational and Organizational Psychology 73, no. 2 (2000): 149–69. http://dx.doi.org/10.1348/096317900166958.

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34

Dias, Fabiana R., and Áurea F. Olveira. "Organizational Values and Trust: Determining Factors in Organizational Civism Behaviors." Temas em Psicologia 24, no. 3 (2016): 1101–13. http://dx.doi.org/10.9788/tp2016.3-15en.

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35

Haromszeki, Łukasz, and Dorota Molek-Winiarska. "ETHICAL VALUES OF THE ORGANIZATIONAL LEADER." PRACE NAUKOWE UNIWERSYTETU EKONOMICZNEGO WE WROCŁAWIU, no. 512 (2018): 57–74. http://dx.doi.org/10.15611/pn.2018.512.05.

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36

Kabanoff, Boris, Robert Waldersee, and Marcus Cohen. "Espoused Values and Organizational Change Themes." Academy of Management Journal 38, no. 4 (1995): 1075–104. http://dx.doi.org/10.5465/256621.

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37

Holloway, Sjaña S. "Crafting Values in Organizational Change Processes." International Journal of Social Sciences Perspectives 3, no. 1 (2018): 7–20. http://dx.doi.org/10.33094/7.2017.2018.31.7.20.

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38

Packard, Thomas. "Enhancing Staff Commitment Through Organizational Values." Administration in Social Work 25, no. 3 (2001): 35–52. http://dx.doi.org/10.1300/j147v25n03_03.

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39

Bell, Robert. "Professional Values and Organizational Decision Making." Administration & Society 17, no. 1 (1985): 21–60. http://dx.doi.org/10.1177/009539978501700102.

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40

Kabanoff, B., R. Waldersee, and M. Cohen. "ESPOUSED VALUES AND ORGANIZATIONAL CHANGE THEMES." Academy of Management Journal 38, no. 4 (1995): 1075–104. http://dx.doi.org/10.2307/256621.

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41

Camu??as, Caroline. "Organizational Tax Status, Values, and Nursing." JONA: The Journal of Nursing Administration 24, no. 12 (1994): 5–6. http://dx.doi.org/10.1097/00005110-199412000-00002.

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42

Sabri, Hala M. "Socio-Cultural Values and Organizational Culture." Journal of Transnational Management Development 9, no. 2-3 (2004): 123–45. http://dx.doi.org/10.1300/j130v09n02_07.

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43

Hassan, Arif. "Human resource development and organizational values." Journal of European Industrial Training 31, no. 6 (2007): 435–48. http://dx.doi.org/10.1108/03090590710772631.

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44

Dalton, Catherine M. "When organizational values are mere rhetoric." Business Horizons 49, no. 5 (2006): 345–48. http://dx.doi.org/10.1016/j.bushor.2005.12.005.

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45

Valentine, Sean. "Employment counseling and organizational ethical values." Journal of Employment Counseling 41, no. 4 (2004): 146–55. http://dx.doi.org/10.1002/j.2161-1920.2004.tb00888.x.

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46

Fenton, Nancy E., and Sue Inglis. "A critical perspective on organizational values." Nonprofit Management and Leadership 17, no. 3 (2007): 335–47. http://dx.doi.org/10.1002/nml.153.

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47

Malbašić, Ivan, Frederic Marimon, and Marta Mas-Machuca. "Is it worth having focused values?" Management Decision 54, no. 10 (2016): 2370–92. http://dx.doi.org/10.1108/md-05-2016-0282.

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Purpose The purpose of this paper is to explore the impact of a specific category of organizational values on organizational effectiveness. Specifically, the aim of the paper is twofold: to propose a metric scale for assessing the organizational values, and to find the impact that different categories of values have on the overall effectiveness of the organization, as an overall measure of organizational success. Moreover, this second objective is expanded with the moderation between values and effectiveness when different balanced scorecard (BSC) perspectives are attended in a balanced way. D

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48

Sumarlan, Iman, and Ibrahim T.I.Ukka. "Public Relations to Foster Organization's Values and Identity: The Case of Muhammadiyah." Komunikator 16, no. 2 (2024): 146–59. http://dx.doi.org/10.18196/jkm.23747.

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This study examines the strategic role of public relations in religious organizations, focusing on how Muhammadiyah employs communication to foster its organizational values and reinforce its identity. By adopting Pacanowsky’s cultural approach to organizational theory, the research delves into how symbols, narratives, and rituals inherent in Muhammadiyah’s culture are effectively integrated into its public relations strategy. A qualitative methodology was employed, including in-depth interviews and document analysis, to explore how these cultural elements are embedded in communication practic

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49

Câmara, Juliana Ribeiro Serravalle, and Camila de Sousa Pereira-Guizzo. "Work-related values and organizational values from the perspective of university professors: A correlational study." Estudos de Psicologia (Campinas) 32, no. 2 (2015): 259–68. http://dx.doi.org/10.1590/0103-166x2015000200010.

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The alignment of personal and organizational values can positively influence performance. Considering the motivational aspect of these values, organizations and workers seek to satisfy their goals and needs through work. Thus, the study of personal and organizational values of university professors can contribute to the production of science, technology and innovation through committed professionals with this strategic axis. The aim of the present study was to evaluate work-related values and their relationship with organizational values. Sixty-eight professors from an institution of higher ed

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50

Berson, Yair, Shaul Oreg, and Taly Dvir. "ORGANIZATIONAL CULTURE AS A MEDIATOR OF CEO VALUES AND ORGANIZATIONAL PERFORMANCE." Academy of Management Proceedings 2005, no. 1 (2005): FF1—FF6. http://dx.doi.org/10.5465/ambpp.2005.18778424.

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