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Role of values and effecting value change in solutions organizations
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Text
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Title
Role of values and effecting value change in solutions organizations
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ETD_1353
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http://hdl.rutgers.edu/1782.2/rucore10001600001.ETD.000051050
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eng
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theses
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Topic
Industrial Relations and Human Resources
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(authority = ETD-LCSH)
Topic
Values
Subject
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(authority = ETD-LCSH)
Topic
Organizational behavior--Moral and ethical aspects
Abstract
Scholars 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.
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.
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electronic resource
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xii, 241 p.
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Ph.D.
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Includes bibliographical references (p. 226-235)
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by Boniface Michael
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Michael
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Boniface Michael
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Charles
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Charles Heckscher
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Rubinstein
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Saul
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Saul Rubinstein
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Bensman
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David
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David Bensman
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DiTomaso
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Nancy
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Nancy DiTomaso
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Rutgers University
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Graduate School - New Brunswick
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2009
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2009-01
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Rutgers University Electronic Theses and Dissertations
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ETD
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Graduate School - New Brunswick Electronic Theses and Dissertations
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rucore19991600001
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doi:10.7282/T35M65ZR
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ETD doctoral
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The author owns the copyright to this work.
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Open
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I hereby grant to the Rutgers University Libraries and to my school the non-exclusive right to archive, reproduce and distribute my thesis or dissertation, in whole or in part, and/or my abstract, in whole or in part, in and from an electronic format, subject to the release date subsequently stipulated in this submittal form and approved by my school. I represent and stipulate that the thesis or dissertation and its abstract are my original work, that they do not infringe or violate any rights of others, and that I make these grants as the sole owner of the rights to my thesis or dissertation and its abstract. I represent that I have obtained written permissions, when necessary, from the owner(s) of each third party copyrighted matter to be included in my thesis or dissertation and will supply copies of such upon request by my school. I acknowledge that RU ETD and my school will not distribute my thesis or dissertation or its abstract if, in their reasonable judgment, they believe all such rights have not been secured. I acknowledge that I retain ownership rights to the copyright of my work. I also retain the right to use all or part of this thesis or dissertation in future works, such as articles or books.
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