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Does it Take More Than Ideals? How Counter-Ideal Value Congruence Shapes Employees’ Trust in the Organization

Author

Listed:
  • Sebastian C. Schuh

    (China Europe International Business School)

  • Niels Quaquebeke

    (Kühne Logistics University)

  • Natalija Keck

    (Kühne Logistics University
    Rotterdam School of Management)

  • Anja S. Göritz

    (University of Freiburg)

  • David Cremer

    (University of Cambridge)

  • Katherine R. Xin

    (China Europe International Business School)

Abstract

Research on value congruence rests on the assumption that values denote desirable behaviors and ideals that employees and organizations strive to approach. In the present study, we develop and test the argument that a more complete understanding of value congruence can be achieved by considering a second type of congruence based on employees’ and organizations’ counter-ideal values (i.e., what both seek to avoid). We examined this proposition in a time-lagged study of 672 employees from various occupational and organizational backgrounds. We used difference scores as well as polynomial regression and response surface analyses to test our hypotheses. Consistent with our hypotheses, results reveal that counter-ideal value congruence has unique relations to employees’ trust in the organization that go beyond the effects of ideal value congruence. We discuss theoretical and practical implications of this expanded perspective on value congruence.

Suggested Citation

  • Sebastian C. Schuh & Niels Quaquebeke & Natalija Keck & Anja S. Göritz & David Cremer & Katherine R. Xin, 2018. "Does it Take More Than Ideals? How Counter-Ideal Value Congruence Shapes Employees’ Trust in the Organization," Journal of Business Ethics, Springer, vol. 149(4), pages 987-1003, June.
    • Handle: RePEc:kap:jbuset:v:149:y:2018:i:4:d:10.1007_s10551-016-3097-7
    DOI: 10.1007/s10551-016-3097-7
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    References listed on IDEAS

    as
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    3. Matthias Graf & Niels Van Quaquebeke & Rolf Van Dick, 2011. "Two Independent Value Orientations: Ideal and Counter-Ideal Leader Values and Their Impact on Followers’ Respect for and Identification with Their Leaders," Journal of Business Ethics, Springer, vol. 104(2), pages 185-195, December.
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