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Value Incongruity and Strategic Choice

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  • P. Narayan Pant
  • Ran Lachman

Abstract

Research addressing how values held by individuals in organizations influence strategy choice and implementation is as yet fragmented. Different strands of this research have yielded contradictory prescriptions for strategy. This paper examines how values affect strategy, by focusing on the social control they exert. Social control manifests itself through the behaviours permitted and proscribed by given values. We call a value a core value when the social control it exerts supersedes that of most other values in a value system. When the social control a value exerts is itself superseded by that exerted by most other values in a system, we call the value a peripheral value in that system. Strategies could be depicted as containing implicit values, in that they too entail prescriptions for behaviour. Thus, core values implicit to strategies enable behaviour essential for the success of strategies. Values seemingly peripheral to strategies enable behaviour peripheral or even tangential to their success. This paper discusses several contingencies – clashes between core values of decision makers and values implicitly at the core of strategies, core and peripheral values, as well as clashes between peripheral values – in the context of both corporate and competitive strategies. Finally, some factors that might mitigate these clashes, are also discussed

Suggested Citation

  • P. Narayan Pant & Ran Lachman, 1998. "Value Incongruity and Strategic Choice," Journal of Management Studies, Wiley Blackwell, vol. 35(2), pages 195-212, March.
  • Handle: RePEc:bla:jomstd:v:35:y:1998:i:2:p:195-212
    DOI: 10.1111/1467-6486.00090
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    Cited by:

    1. Vignesh Yoganathan & Fraser McLeay & Victoria-Sophie Osburg & David Hart, 2018. "The Core Value Compass: visually evaluating the goodness of brands that do good," Journal of Brand Management, Palgrave Macmillan, vol. 25(1), pages 68-83, January.
    2. Yohan Bernard & Laurence Godard & Mohamed Zouaoui, 2018. "The Effect of CEOs’ Turnover on the Corporate Sustainability Performance of French Firms," Journal of Business Ethics, Springer, vol. 150(4), pages 1049-1069, July.
    3. Barchiesi, Maria Assunta & Fronzetti Colladon, Andrea, 2021. "Corporate core values and social responsibility: What really matters to whom," Technological Forecasting and Social Change, Elsevier, vol. 170(C).
    4. Palich, Leslie E. & Carini, Gary R. & Seaman, Samuel L., 2000. "The Impact of Internationalization on the Diversification-Performance Relationship: A Replication and Extension of Prior Research," Journal of Business Research, Elsevier, vol. 48(1), pages 43-54, April.
    5. Richard Bagozzi & Leslie Sekerka & Vanessa Hill, 2009. "Hierarchical Motive Structures and Their Role in Moral Choices," Journal of Business Ethics, Springer, vol. 90(4), pages 461-486, December.
    6. Yvonne Scherrer, 2009. "Environmental Conservation NGOs and the Concept of Sustainable Development," Journal of Business Ethics, Springer, vol. 85(3), pages 555-571, April.
    7. Man Lung Jonathan Kwok & Raymond Kwong & Chun Hui & Ken H. K. Liu, 2024. "Unraveling the Sustainability Components of Organizational Value Statements: A Q-Sort Methodology Approach," Sustainability, MDPI, vol. 16(10), pages 1-18, May.
    8. Anne Jacqueminet, 2020. "Practice Implementation Within a Multidivisional Firm: The Role of Institutional Pressures and Value Consistency," Organization Science, INFORMS, vol. 31(1), pages 182-199, January.
    9. Lena Zander & Karsten Jonsen & Audra I. Mockaitis, 2016. "Leveraging Values in Global Organizations: Premises, Paradoxes and Progress," Management International Review, Springer, vol. 56(2), pages 149-169, April.
    10. Pablo Cardona & Ivan Malbašić & Carlos Rey, 2018. "Institutions, paradoxes, and compensation logics: evidence from corporate values of the largest Chinese and US companies," Asia Pacific Business Review, Taylor & Francis Journals, vol. 24(5), pages 602-619, October.

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