TitleRole of values and effecting value change in solutions organizations
NameMichael, Boniface (author), Heckscher, Charles (chair), Rubinstein, Saul (internal member), Bensman, David (internal member), DiTomaso, Nancy (outside member), Rutgers University, Graduate School - New Brunswick,
SubjectIndustrial Relations and Human Resources,
Organizational behavior--Moral and ethical aspects
DescriptionScholars of Organization Theory offer different views on the values needed by solutions organizations, strategically oriented towards offering customized solutions to clients and on the question on value change.
On values, one view is that Performance values that motivate individual action works. Another view is that Clan values that emphasize collective action works. A more recent view is that Collaborative values that emphasize interdependent action are key. On effecting value change; existing research offers top down change driven by leaders, spontaneous decentralized change that is scattered and oriented to multiple values and interactive change based on joint dialogue.
Two research questions are answered: what is the link between shared values and a solutions strategy and which change process effects value change?
This study followed a mixed method approach. The findings are based on confirming evidence of a set of presuppositions drawn from existing theory and patterns that were surfaced inductively based on disconfirming evidence. Data from two primary research sites and nine secondary research sites were collected using semi structured interviews and archival sources.
The study finds evidence of Performance, Collaborative and Clan value patterns that were hypothesized a priori. Another value pattern, the Ethical value pattern that emphasizes ethical action was surfaced inductively. The study finds that the Collaborative value pattern supports a solutions strategy more completely than the Ethical, Performance and Clan value patterns, by supporting external customer focus, integration of the workforce and collaboration across decentralized organizations.
The study finds that the interactive process effects value change in the direction of ethical and collaborative value patterns by identifying new values, overcoming previous value commitments and building new value commitment. The top down and spontaneous decentralized processes are weak at overcoming old value commitment; the former process is also weak at building new value commitment, while the latter process results in multiple value frameworks.
This study contributes to research and practice by clarifying the link between values and solutions strategy. It also provides insights into effecting value change.
NoteIncludes bibliographical references (p. 226-235)
Noteby Boniface Michael
CollectionGraduate School - New Brunswick Electronic Theses and Dissertations
RightsThe author owns the copyright to this work.