Toward collective organizational values: A case study in UK construction

Construction Management and Economics (Impact Factor: 0.8). 10/2008; 26(10):1009-1028. DOI: 10.1080/01446190802422146
Source: RePEc


Values have held a prominent place in business ethics and organizational theories in recent years. Some organizations now aim to integrate values into their business practices, which requires a thorough understanding of the organizational values. However, while many believe organizational values should reflect the collective values of the staff, the majority of values statements are generated by senior management with little examination of employees' personal values. The difficulties surrounding the development of an organization's values are exacerbated by the dearth of literature offering practical guidance. The case study presented has been conducted in a UK construction company using Schwartz's theoretical framework of human values as a starting point and framing device. Employees' values profiles were collected and analysed through an organizational-wide values survey. Follow-up workshops and post-workshop activities facilitated the sharing of common values and helped staff representatives develop their own organizational values statements, independent of the senior management, before a final stage of negotiation with them. The findings support the argument that the shaping of collective organizational values should be based on a clear understanding and communication of employees' personal values, and Schwartz's circumplex model of values and associated survey instrument are helpful framing devices to initiate and structure such a debate. Compared to the usual management-imposed approach, this bottom-up process could make organizational values explicit in a more understandable and useful way, and improve values congruence between individuals and host organizations.

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    • "collection and analysis. Stakeholder theory suggests that mapping stakeholder values as they relate to a particular end goal (in this case, the long-term functionality of rural water infrastructure) can enable an improved understanding on their future actions (Rosenblueth et al. 1943; Wiener 1988; Winn 2001; Freeman 2001; Zhang et al. 2008; Mills et al. 2009). Similarly, network theory suggests the structural interaction of these stakeholder values – shown by drawing a network comprised of nodes (in our case, stakeholder values) and lines/edges that connect these nodes (to show the interaction between these values) – can provide insight into the type of stakeholders' actions that potentially manifest (Freeman 1977, 1978; Wasserman & Fraust 1994; Scott 2000; Borgatti & Everett 2006; Wossen et al. 2013). "
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    ABSTRACT: Water sector literature attributes a substantial cause of rural water system failure in developing countries to poor alignment between water service stakeholders. This study aimed to investigate a means for assessing stakeholder alignment by comparing the systemic interaction of stakeholder values, where the term ‘stakeholder values’ refers to aspects stakeholders believe are necessary to ensure rural water services are sustainable. The research held focus groups with key stakeholder groups involved in the management of rural water infrastructure in Terrabona, Nicaragua, to identify stakeholder values, and then used cross-impact analysis to evaluate how these values interacted to form stakeholder value networks (SVNs). Using normalized betweenness centrality measures, the structures of SVNs were compared to determine alignment. Results from this study showed high levels of stakeholder alignment on the topics of water resources and technology for the sustainability of rural water systems, while there was marked nonalignment regarding the involvement of local government and organizations in the management of water infrastructure. This study offers compelling evidence for future studies to assess stakeholder alignment by identifying and structurally analyzing SVNs. If you are interested in accessing a copy of this journal (limited to 50), please follow the url:
    The International Journal of Sustainable Development and World Ecology 05/2015; DOI:10.1080/13504509.2015.1053999 · 1.77 Impact Factor
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    • "It was therefore selected as the most suitable categorisation of human values for the purpose of the research in hand. Universal approaches have been applied within construction management to understand the implicit structures of values between supply-chain organisations (Mills et al., 2009) to align individual and organisational values across regional offices (Zhang et al., 2008) and to elicit a unique design brief for various primary schools (Mills, 2013). But, while these applications are theoretically robust, they are limited by a relatively static and structured application of universal values measurement. "
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    ABSTRACT: Relatively little is known about how the concept of sensemaking is triggered by knowledge of human values during the multi-stakeholder decision-making process of construction projects. The emergent, complex and dynamic nature of a cultural value and values system is modelled on a longitudinal case study to demonstrate stakeholders' unique perceptions. Empirical data were gathered through action research and the 'value in design' method were used to structure stakeholder dialogues at three interventions in the briefing and design stages of a new primary school project over a two-year period. A universal theory of human values was subsequently used to theoretically triangulate and postulate on the emergence of unique stakeholder values. The findings contribute new insights into the complex and emerging interrelationship between stakeholder value and values systems. It provides a dynamic perspective of a project culture and illustrates the role of universal values in supporting sensemaking.
    07/2014; 4(2-3). DOI:10.1080/21573727.2014.940895
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    • "Za deklarativne vrijednosti mogli bismo reći da predstavljaju kombinaciju prihvaćenih i željenih vrijednosti te su kao takve u pravilu i javno objavljene u službenim organizacijskim aktima. Potrebno je istaknuti suštinsku 71 razliku između stvarnih i deklarativnih organizacijskih vrijednosti – dok stvarne odražavaju kolektivne (zbirne) vrijednosti svih pripadnika neke organizacije, deklarativne organizacijske vrijednosti, koje su u pravilu sadržane u izjavi o organizacijskim vrijednostima, oblikuje viši menadžment ne uzimajući pritom u obzir preferencije i vrijednosti ostalih zaposlenika organizacije (Zhang i dr., 2008). "
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    ABSTRACT: Organizacijske vrijednosti složen su koncept koji se može motriti iz različitih perspektiva, pa tako i s obzirom na njihovu prihvaćenost u organizaciji. Po tom se kriteriju razlikuju prihvaćene, stvarne i željene organizacijske vrijednosti, a kao kombinacija prihvaćenih i željenih vrijednosti ističu se i deklarativne organizacijske vrijednosti. Cilj rada je dvojak: (1) razjasniti ulogu deklarativnih organizacijskih vrijednosti općenito u poslovanju te (2) predstaviti rezultate istraživanja deklarativnih organizacijskih vrijednosti najvećih ICT poduzeća u Hrvatskoj, što omogućuje i njihovu usporedbu s deklarativnim organizacijskim vrijednostima najvećih hrvatskih poduzeća (neovisno o gospodarskom sektoru). Rezultati istraživanja ukazuju da se vrijednosne orijentacije dvije promatrane skupine poduzeća, barem na deklarativnoj razini, znatno razlikuju.
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