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Please use this identifier to cite or link to this item: https://dspace.lboro.ac.uk/2134/4895

Title: Toward collective organizational values: a case study in UK construction
Authors: Zhang, Xiaoxing
Austin, Simon A.
Glass, Jacqueline
Mills, Grant R.
Keywords: Case study
Management
Organisational values
Personal values
Values statements
Issue Date: 2008
Publisher: © Taylor & Francis
Citation: ZHANG, X....et al., 2008. Toward collective organizational values: a case study in UK construction. Construction Management and Economics, 26(10), pp. 1009-1028.
Abstract: Values have held a prominent place in business ethics and organisational theories in recent years. Some organisations now aim to integrate values into their business practices, which requires a thorough understanding of the organisational values. However, whilst many believe organisational 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 organisation’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 organisational-wide values survey. Follow-up workshops and post workshop activities facilitated the sharing of common values and helped staff representatives develop their own organisational 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 organisational 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 organisational values explicit in a more understandable and useful way, and improve values congruence between individuals and host organisations.
Description: This article is an electronic version of an article published in [ZHANG, X....et al., 2008. Toward collective organizational values: a case study in UK construction. Construction Management and Economics, 26(10), pp. 1009-1028]. Construction Management and Economics is available online at: http://dx.doi.org/10.1080/01446190802422146
Version: Accepted for publication
DOI: 10.1080/01446190802422146
URI: https://dspace.lboro.ac.uk/2134/4895
ISSN: 0144-6193
Appears in Collections:Published Articles (Civil and Building Engineering)

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