Values in Organizational Theory and Management Education<sup />

Keeley, Michael

doi:10.5465/amr.1983.4284371

Cited by 32 publications

(8 citation statements)

References 16 publications

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“…"conceptions of the desirable that influence the selection from available modes, means and ends of action" (Kluckhohn 1951, p. 395). Individuals use their personal values, explicitly or not, to justify their actions (Spates 1983) and to decide what issues are important (Keeley 1983). Consequently, personal values have been argued to influence strategic choice in important ways (Guth and Tagiuri 1965, p. 123), and our observations at Lycos are consistent with this claim.…”

Section: Neglected Constructssupporting

confidence: 86%

On the Origin of Strategy: Action and Cognition over Time

Gavetti¹,

Rivkin²

2007

Organization Science

335

217

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We develop a perspective on how managers search for a strategy. In the spirit of Cyert and March (1963), we aim for a perspective that reflects the reality of managerial behavior, that respects both the reasoning power of managers and the bounds on their rationality, and that permits organizations to change but within realistic limits. Our perspective employs the variable time to frame the question of strategy’s origins in a distinctive way. Over time, the cognitive and physical elements that make up a strategy become less plastic, while mechanisms to search rationally for a strategy become more available. This generates a fundamental tension in the origin of strategy: Managers struggle to understand their environment well enough to search rationally for an effective strategy before their firms lose the plasticity necessary to exploit that understanding. A focus on time allows us to synthesize and extend the evolutionary and positioning models of strategic search. Toward this end, we couple induction and deduction. The inductive part of the paper uses detailed observation of the search for a strategy at one firm to identify constructs that play a crucial role in strategic search. The deductive part steps beyond our focal firm and uses these constructs to derive theoretical propositions about the typical path of strategic search and the mortality associated with different approaches to search.

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Section: Neglected Constructssupporting

confidence: 86%

On the Origin of Strategy: Action and Cognition over Time

Gavetti¹,

Rivkin²

2007

Organization Science

335

217

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“…Caring climates inspire employees to be sincerely interested in their co-workers' well-being (Victor & Cullen, 1988). If employees widely share caring values, their behaviour can enhance organizational success (Keeley, 1983). To solve withdrawal problems, organizations could create benevolence-dominated organizational climates with principles dedicated to well-being (Wimbush & Shepard, 1994).…”

Section: Withdrawal and Sabotage Reactionsmentioning

confidence: 99%

Stressors, withdrawal, and sabotage in frontline employees: The moderating effects of caring and service climates

Kao

Cheng

Kuo

et al. 2014

J Occupat & Organ Psyc

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In this study, we examine frontline employees in a multifoci approach for clarifying relationships between social stressors caused by supervisors, colleagues and customers, and turnover intentions, sick leave and service sabotage. The study also considers caring climates and service climates for moderating effects. Data were collected from 420 frontline employees and 30 supervisors in 30 hotels in the hospitality industry. Hierarchical linear model analysis confirmed that supervisor‐caused stressors were more strongly related to turnover intention; colleague‐caused stressors were more strongly related to sick leave; and customer‐caused stressors were more strongly related to service sabotage. In addition, caring climates moderated the relationships between supervisor‐ and customer‐caused stressors and turnover intentions. Service climates moderated the relationships between supervisor‐ and customer‐caused stressors and service sabotage. The findings corroborate the target similarity model. The implications of this study for research and practice are discussed. Practitioner points The study should help managers understand why employees display withdrawal or sabotage behaviours. Managers should examine social stressors precisely and carefully to find the best ways to decrease employees' negative behaviours. Establishing both caring climates and service climates in organizations will help prevent employees' turnover intention or service sabotage.

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“…Because, then, positivist management research limits itself to a conception of objectivity that relies entirely on empirical description, cause and correlation, positivist management researchers have sometimes marginalized moral values in organizational research, a fact already noted by many observers (Ghoshal 2005;Keeley 1983;Wicks & Freeman 1998;Zald 1991Zald , 1993. The marginalization of values, in part, derives from an "old sociology of morality" (Abend 2010), which assumes that only positive statements are capable of being objectively defended, and which, as Abend notes, does not properly reflect recent metaethical development on moral cognitivism (Dworkin 1996;Enoch 2011;Scanlon 2014;Setiya 2015;Skorupski 2010;Smith 1994).…”

Section: Positivist Management Researchmentioning

confidence: 99%

Rethinking Right: Moral Epistemology in Management Research

Kim

Donaldson

2016

J Bus Ethics

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Abstract:Most management researchers pause at the threshold of objective right and wrong. Their hesitation is understandable. Values imply a "subjective," personal dimension, one that can invite religious and moral interference in research. The dominant epistemological camps of positivism and subjectivism in management stumble over the notion of moral objectivity.Empirical research can study values in human behavior, but hard-headed scientists should not assume that one value can be objectively better than another. In this article we invite management researchers to rethink this presumption. We show how accepting at least a limited form of moral objectivity, namely, an epistemic orientation that seeks objective moral reasons, can benefit management research by 1. guiding research practice; 2. using patterns of moral objectivity as clues for formulating empirical hypotheses for psychological explanations; and 3. adding prescriptive power to empirical theories.

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Values in Organizational Theory and Management Education

Cited by 32 publications

References 16 publications

On the Origin of Strategy: Action and Cognition over Time

On the Origin of Strategy: Action and Cognition over Time

Stressors, withdrawal, and sabotage in frontline employees: The moderating effects of caring and service climates

Rethinking Right: Moral Epistemology in Management Research

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