Organizational values are a part of the core ideology of any organization; therefore, managing organizational values is one of the preconditions for achieving business success. However, the question ...arises of how to manage organizational values to increase overall business success. The main research question asked in this paper is whether organizations with balanced values, i.e., those with an equal representation of values from different categories with a common focus, are more effective than those with imbalanced values. To test the research question, a study of 24 Croatian companies was conducted. The level of balanced values was measured with the Mission-based model of organizational values, distinguishing between four basic value categories—business values, relational values, development values, and contribution values. In addition to researching the impact of balanced organizational values on the overall level of organizational effectiveness, the impact of that balance was also investigated for the five different perspectives of organizational effectiveness based on the Balanced Scorecard approach. The findings indicate that organizations with balanced organizational values are, in general, more effective than organizations with imbalanced values. This paper therefore contributes to a better understanding of the role of organizational values in modern business and particularly to an understanding of the importance and role of balanced organizational values.
Theories of organization and management have offered several concepts and models which indicate that organizational values are an important factor for running organizations successfully. A still ...unexplained question concerns the creation of balanced organizational values, which can support the achievement of several different and even conflicting goals of modern organizations. To explore balanced organizational values in contemporary business practice, we tested different models of organizational values on a sample of Fortune 100 companies. Research results demonstrate that none of the proportions/ratios of balance proposed by the main models of organizational values from existing literature possesses/presents the ideal balance that is currently pursued in the business field. As a conclusion, a new model of balanced organizational values is proposed.
Posljednjih godina sve se više
prepoznaje uloga organizacijskih vrijednosti u poslovanju jer one povezuju sve
segmente poslovanja te utječu na oblikovanje ciljeva i poslovne strategije
organizacije. ...Suvremeni menadžment zato sve veću pažnju pridaje upravljanju organizacijskim
vrijednostima. Cilj ovog rada je prikazati i usporediti deklarativne, odnosno
javno objavljene organizacijske vrijednosti najvećih svjetskih i hrvatskih
poduzeća. U tu svrhu napravljena je analiza korporativnih mrežnih stranica i
javno dostupnih dokumenata 100 najvećih svjetskih i 100 najvećih hrvatskih
poduzeća, i to onih dijelova na kojima su navedene organizacijske vrijednosti
tih poduzeća. U radu su predstavljene najčešće specifične vrijednosti dva navedena
uzorka, a dodatno i rezultati usporedbe organizacijskih vrijednosti prema Modelu
organizacijskih vrijednosti temeljenom na misiji. Rezultati ukazuju na to da
postoje neke sličnosti, ali i značajne razlike u vrijednostima koje kao
dominantne ističu najveća svjetska i najveća hrvatska poduzeća. Osim teorijskog
doprinosa ovaj rad ima i praktične implikacije jer ukazuje na trendove
upravljanja organizacijskim vrijednostima u poslovnoj praksi najvećih svjetskih
poduzeća te predstavlja prvu sustavnu usporedbu prakse upravljanja
organizacijskim vrijednostima hrvatskih poduzeća s najvećim poduzećima u
svijetu.
The role of organizational values in business has been increasingly recognized in recent years. They connect all business segments and influence the formulation of organizational goals and business strategy,
and modern management is therefore paying increasing attention to the management of organizational values. The aim of this paper is to present
and compare espoused or publicly declared organizational values of the largest companies worldwide and in Croatia. For this purpose we made an analysis of corporate web sites and those parts of publicly available documents which indicate organizational values on the samples of the 100
largest Croatian, as well as 100 world’s largest companies. This paper presents the most specific values of the two samples, but also the results of the comparison of their organizational values according to the Mission-based model of organizational values. The results indicate that there are some similarities, but also significant differences in values orientations espoused by the largest Croatian and worldwide largest companies. In addition to theoretical contribution, this paper has practical implications as it indicates trends in managing organizational values in business practices of the world’s largest companies. Finally, it represents the first systematic comparison of the
practice of managing organizational values of Croatian companies with the largest companies in the world.
This study introduces the concept of Institutional Compensation Logics, which suggests that organizations can dynamically balance coexisting local and global logics, through a process known as the ...'paradox of embedded action'. Through this process, managers can gradually adapt institutional logics to the global environment, even if their actions, intentions, and rationality are embedded in the very logics that they wish to change. We propose that one important way they do that is by designing corporate values that challenge the organization's local values. To test this approach, we use the mission-based corporate values' framework and analyse the corporate values of a sample from the largest Fortune companies in the two most influential world economies: China (PRC) and the United States (US). Our study also helps advance the understanding of how espoused values are related to cultural values, often in paradoxical ways, thus supporting a negative relationship between espoused organizational and cultural values.
Is it worth having focused values? Malbašić, Ivan; Marimon, Frederic; Mas-Machuca, Marta
Management decision,
01/2016, Volume:
54, Issue:
10
Journal Article
Peer reviewed
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.
Design/methodology/approach
The methodological approach is empirical, based on surveying employees – in total 813 valid responses were obtained, alongside with other information sources within 24 companies in the Republic of Croatia. A set of analyses using structural equation modelling were conducted in order to: define a scale to assess organizational values, assess the impact of different categories of values on organizational effectiveness, and assess the moderator role of the balancing attention to stakeholders.
Findings
The findings show that construct of organizational values is multifactorial, composed by business, relational, development, and contribution values. These values categories (except relational values) are significant antecedents of effectiveness. Moreover, the balancing of the attention paid to different BSC perspectives moderates the impact of the contribution values on effectiveness.
Originality/value
The present study sought to expand the understanding of organizational values and their impact on performance and to ask if focussing on a specific category of values can increase the overall level of organizational effectiveness.
The organizational mission is the starting point for all organizational activities, and its definition is traditionally the responsibility of top management. However, more and more authors, ...reflecting what is seen also in business practice, indicate that a unilateral definition of organizational mission by top management does not produce the expected results, especially if such a defined mission is not aligned with the personal missions of employees. The purpose of this paper is to highlight the importance of the connection, even the congruence, between personal and organizational mission, with special emphasis on the key link in this connection: organizational values. In doing so, similarities and differences between personal and organizational missions were considered, and then the benefits of integrating personal and organizational missions for modern organizations were analysed. To achieve congruence between personal and organizational missions, it is very important to create a culture based on well-institutionalized values. Using the mission-based model of organizational values and its four dimensions-stability, progress, self-orientation, and social-orientation-in this article, the analysis of how balanced organizational values can reinforce the connection between the personal mission of employees and the organizational mission has been done.
In modern business circumstances it is imperative to have motivated employees and to use their full potential for the benefit of the organization, which largely depends on the way in which a job is ...organized. Previous research suggests that the way in which a job is organized significantly affects the key variables of organizational behavior. The aim of this paper is to explain the role and importance of the Job Characteristics Model (JCM) in contemporary business environments and to show the impact of its basic dimensions on employee motivation, with particular emphasis on the level of job satisfaction. The paper also presents research findings that show how employees perceive the JCM dimensions and to what extent the dimensions actually affect their motivation and job satisfaction. The research results confirm the importance of this connection; by increasing the presence of positive job characteristics, such as feedback, autonomy and the performance of varied and important tasks, organizations can increase employee motivation and job satisfaction.
Primjeri iz novije poslovne prakse, bilo da se radi o gospodarskim organizacijama ili o javnoj upravi, ukazuju kako se sve više pažnje posvećuje organizacijskim vrijednostima koje određuju smjer za ...donošenje poslovnih odluka na svim razinama u organizaciji. Sukladno s tim trendom povećava se i broj stručnih i znanstvenih radova posvećen organizacijskim vrijednostima. Pritom se na organizacijske vrijednosti najčešće gleda samo iz jedne specifične perspektive, čime se zanemaruje činjenica da su organizacijske vrijednosti složen koncept. Svrha ovoga rada upravo je to – promotriti koncept organizacijskih vrijednosti iz više različitih kutova i na taj način ukazati na njihovu složenost. To je ostvareno izradom tipologije organizacijskih vrijednosti u sklopu koje su organizacijske vrijednosti podijeljene u tipove prema sedam različitih kriterija. Rad stoga daje zaokruženu sliku o organizacijskim vrijednostima, pa će kao takav biti od koristi kako teoretičarima, tako i praktičarima koji se bave organizacijom, a posebno onima kojima su u fokusu interesa meke varijable organizacije.
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