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Value Congruence: The Interplay of Individual and Organizational Value Systems

Jeanne M. Liedtka
Journal of Business Ethics
Vol. 8, No. 10 (Oct., 1989), pp. 805-815
Published by: Springer
Stable URL: http://www.jstor.org/stable/25071965
Page Count: 11
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Value Congruence: The Interplay of Individual and Organizational Value Systems
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Abstract

This paper focuses on the individual manager making difficult decisions within the context of the organization in which he or she is a member. It proposes a method for examining the interplay of individual and corporate value systems, offering a value congruence model. Hypotheses are generated concerning the varying nature of the value conflicts faced by managers. These are then evaluated based upon interview data from a cross-section of managers in two organizations. The impact of differing organizational value systems is discussed, as well as the implications of the study for research in this area.

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