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A Methodology for Assessing Organizational Core Values

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  • Johan Van Rekom
  • Cees B. M. Van Riel
  • Berend Wierenga

Abstract

abstract The goal of this study is to offer a methodology for empirically assessing the core values of an organization. It uses means–end analysis in order to determine those values that organization members manifest in their daily behaviour, and which are not just espoused ‘truisms’. The method is based on the sense members of an organization make of what they do. Sensemaking follows a means–end pattern, through which individual actions converge into central values. The values most central in this means–end structure are the core values that effectively motivate organization members in their job. Our method works in two steps: first, exploratory interviews using the laddering‐technique establish the values potentially most central to the organization; then, a follow‐up survey assesses the complete pattern of means–end relations among the potential values. Validity tests show that the most central values derived from this survey data are the most important to organization members. These values are also the most stable over time. We make a comparison of this method with traditional value surveys and we discuss its implications for the study of organizational behaviour.

Suggested Citation

  • Johan Van Rekom & Cees B. M. Van Riel & Berend Wierenga, 2006. "A Methodology for Assessing Organizational Core Values," Journal of Management Studies, Wiley Blackwell, vol. 43(2), pages 175-201, March.
    • Handle: RePEc:bla:jomstd:v:43:y:2006:i:2:p:175-201
    DOI: 10.1111/j.1467-6486.2006.00587.x
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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. Ghouri, Arsalan Mujahid & Akhtar, Pervaiz & Shahbaz, Muhammad & Shabbir, Haseeb, 2019. "Affective organizational commitment in global strategic partnerships: The role of individual-level microfoundations and social change," Technological Forecasting and Social Change, Elsevier, vol. 146(C), pages 320-330.
    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. Minbaeva, Dana & Rabbiosi, Larissa & Stahl, Günter K., 2018. "Not walking the talk? How host country cultural orientations may buffer the damage of corporate values’ misalignment in multinational corporations," Journal of World Business, Elsevier, vol. 53(6), pages 880-895.
    5. Rodney C. Runyan & Jeffrey G. Covin, 2019. "Small Business Orientation: A Construct Proposal," Entrepreneurship Theory and Practice, , vol. 43(3), pages 529-552, May.
    6. Hutchinson, Michael & Bennett, Gregg, 2012. "Core values brand building in sport: Stakeholder attitudes towards intercollegiate athletics and university brand congruency," Sport Management Review, Elsevier, vol. 15(4), pages 434-447.
    7. Andrea Pérez & María del Mar García de los Salmones & Elisa Baraibar-Diez, 2020. "Effects of the Type of CSR Discourse for Utilitarian and Hedonic Services," Sustainability, MDPI, vol. 12(12), pages 1-22, June.
    8. Illia, Laura & Bonaiuto, Marino & Pugliese, Erica & van Rekom, Johan, 2011. "Managing membership threats through collective efficacy," Journal of Business Research, Elsevier, vol. 64(6), pages 631-639, June.
    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.

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