The organizational culture and values alignment management importance for successful business

Abstract

The main objective of this study was to carry out an organizational culture diagnosis in a shipyard, verifying the alignment degree between personal and organizational values. For data collection, a structured questionnaire was adopted and it was answered by 104 employees. In this questionnaire, the employees pointed out the main values cultivated by the company and by themselves. The results showed that there is a significant misalignment between organizational and personal values and an organizational culture based on values that aim at the self-interest of the organization and not the common good. The background of this article is to demonstrate the importance of the diagnosis and management of the organizational culture. To provoke a reflection on the importance of a culture that aims at the common good and not only the financial interest for a select group; not as an altruistic thinking, but as a strategy for organizational sustainability.

Corporate Governance Issues in the Public Sector: Board Perspective and Peculiarities

“…in alignments with management principles traditionally associated with the private sector, such as internal culture (Ludolf et al, 2017). The findings in this study contribute a new evidence of the determinants of good corporate governance in the public sector using prominent governance principles that apply to both the public and private sector in a developing country perspective.…”

Revealing performance factors for supply chain sustainability: A systematic literature review from a social capital perspective

“…Future research should explore the social capital from deepening the origins of the social relationships and examine the dark side of social capital between the SCT and SCS. The breadth of the social capital allows for integrations and future links with the process of forming the organizational culture (Ludolf et al, 2017) and the process of democratizing organizational relations.…”

Probing Alignment of Personal and Organisational Values for Sustainability: An Assessment of Barrett’s Organisational Consciousness Model

“…The factors that are used for such an evaluation are: (i) the degree of alignment between personal values, current organisational values and desired organisational values; (ii) the presence of limiting cultural factors such as blame, hierarchy and corruption, or rather, the degree of cultural entropy. Here, we adopted a similar operationalisation to [39], but rather than using a structured questionnaire, we applied quantified content analysis to semi structured interviews, as described below, principally because such interviews allow respondents to speak in their own terms, stating what is important to them without priming.…”

“…In terms of further work, there is potential to repeat the present study on a larger scale, in multiple firms and other cultural contexts, for comparison. There is also potential for deploying Barrett's framework in a survey-based research design, following Ludolf, Silva, Gomes and Oliveira [39]. From a different methodological perspective, further research could also follow Mash, De Sa and Christodoulou [25], who advocate participatory action research with the management team over an extended period of time, to evaluate the effect of various interventions on the sustainability culture of the organisation.…”