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Organisational Values In The Framework Of Critical Incidents: What Accounts For Values-Based Solutions?

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  • Krista Jaakson
  • Anne Reino
  • Maaja Vadi

Abstract

According to different estimations, nearly 50% of organisations have defined their core values in the wake of their leaders’ declaration that they would treat values as their primary guide in daily activities. In this article we argue that managing values might in reality be far more complex. Based on 98 cases, this paper brings forth the most common practices that account for either alignment or discrepancies between the outcomes of everyday work situations and the sets of organisational values. Our study reveals a host of reasons explaining consistent behaviour as well as misalignment. The results suggest that, regardless of the type of critical incidents, the cases where solutions to particular incidents did not call for violation of organisational values were typically associated with the managerial level of judgement and, accordingly, commitment from the top. Employees’ commitment to values also plays a significant role, but contradictory organisational values or ill-defined allocation of resources may severely distort it.

Suggested Citation

  • Krista Jaakson & Anne Reino & Maaja Vadi, 2004. "Organisational Values In The Framework Of Critical Incidents: What Accounts For Values-Based Solutions?," University of Tartu - Faculty of Economics and Business Administration Working Paper Series 29, Faculty of Economics and Business Administration, University of Tartu (Estonia).
    • Handle: RePEc:mtk:febawb:29
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    References listed on IDEAS

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    1. Pater, Alberic & Van Gils, Anita, 2003. "Stimulating Ethical Decision-making in a Business Context:: Effects of Ethical and Professional Codes," European Management Journal, Elsevier, vol. 21(6), pages 762-772, December.
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    Cited by:

    1. Krista Jaakson, 2006. "Exploring university core values with the critical incident technique: an example of students’ perceptions at the University of Tartu," University of Tartu - Faculty of Economics and Business Administration, in: National and international aspects of organizational culture, volume 24, chapter 2, pages 49-85, Faculty of Economics and Business Administration, University of Tartu (Estonia).
    2. Anne Reino & Elina Tolmats & Pille Mõtsmees, 2006. "Critical issues in organizational culture formation: a case study of Estonian companies in the energy sector," University of Tartu - Faculty of Economics and Business Administration,, Faculty of Economics and Business Administration, University of Tartu (Estonia).
    3. Wafa Ben Ahmed Naouar, 2016. "Contribution of the Management System and the Institutional Framework to the Efficiency of Values-Based Management," Journal of Business Ethics, Springer, vol. 135(4), pages 787-796, June.

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    Keywords

    organisational values; managing values;

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