Abstract
As ideals about what is worth having, doing, and being, values are core to organizational functioning. Various organizational elements, such as design, identity, and culture, as well as organizational practices, are infused with values, pointing to the critical role values play during organizational change. While we know that the congruence between established values and those of prescribed changes influences change outcomes, our understanding of the role of values in organizational change processes remains largely speculative. In this paper, I outline how taking a value-centered approach to organizational change can enhance our understanding of organizational change processes.
Highlights
Values play a key role in early organizational scholarship. Selznick (1957) theorized the institutionalization of organizations as a process of “value infusion” and conceptualized organizations as “vehicles” through which values are pursued
Values have become “most notable by their absence from the current work” (Kraatz et al, 2020, p. 475) and our understanding of the role of values in organizational processes remains underdeveloped, prompting scholars to call for renewed attention to the central role of values in organizational functioning (Amis & Greenwood, 2020; Kraatz et al, 2020)
While research has demonstrated that values impact how change takes place (e.g., Amis et al, 2002), our understanding of their role in change processes remains largely speculative, with values often conflated with or subsumed by other organizational elements, such as culture (Amis & Greenwood, 2020)
Summary
Values play a key role in early organizational scholarship. Selznick (1957) theorized the institutionalization of organizations as a process of “value infusion” and conceptualized organizations as “vehicles” through which values are pursued. Values are central to core organizational elements such as design
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