Įvadas E9F5FC

Juodraštis? FFFFFF

Užrašai FCFCFC

Klausimai FFFFC0

Gvildenimai CAE7FA

Pavyzdžiai? F6EEF6

Šaltiniai? EFCFE1

Duomenys? FFE6E6

Išsiaiškinimai D8F1D8

Pratimai? FF9999

Dievas man? FFECC0

Pavaizdavimai? E6E6FF

Istorija AAAAAA

Asmeniškai? BA9696

Mieli dalyviai! Visa mano kūryba ir kartu visi šie puslapiai yra visuomenės turtas, kuriuo visi kviečiami laisvai naudotis, dalintis, visaip perkurti. - Andrius



Representations of values

Steady-state = ketverybė.


  • Perturbation, non steady-state 4+1=5.
  • Core values
  • (Vadovaujančių) asmenų įtaka

24. Jaakson, K. 2010. Management by values: are some values better than others?, Journal of Management Development 29(9): 795 – 806.

35. Lencioni, P. M. 2002. “Make your values mean something”, Harvard Business Review 80(7): 113—17.

7. Bourne, H.; Jenkins, M. 2013. Organizational values: A dynamic perspective, Organization Studies 34: 495-514.

Each of the above signifies a distinct form of organizational values: espoused, attributed, shared and aspirational. We contend that each is a valid but partial representation of an organization’s values, and that the relationship between these forms is constantly fluctuating in ways that hitherto are unexplored.

The values construct is widely evoked in organizational literature, but tends to be compromised by lax conceptualization so that the progress of values research continues to be constrained by the lack of a common theoretical basis (Connor & Becker, 1994; Stackman, Pinder & Connor, 2000).

At the same time, organizational values are increasingly being used in practice to stimulate and enforce the alignment of behaviours (see, for example, Quappe, Samso-Aparici & Warshawsky, 2007), emphasizing a form of normative control (Ouchi, 1980) that raises a number of issues around effectiveness and ethics.


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Puslapis paskutinį kartą pakeistas 2016 sausio 11 d., 11:21