Coming to grips with organisational values
Bibliographic Data
| ID | 3885740 |
|---|---|
| Authors | Vijay Padaki (corresponding author) |
| Year | 2000 |
| Volume | 10 |
| Issue | 3-4 |
| Pages | 420-435 |
| Publication date | 2000-08-01 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Development in Practice (JOURNAL) |
| Journal identifiers | ISSN: 0961-4524 • E-ISSN: 1364-9213 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/09614520050116578 |
| OpenAlex | W2117410712 |
| Language | EN |
| Citations received | 10 |
| References cited | 1 |
Every organisation has certain core convictions about its endeavours and about the ways to go about its work. When these convictions are translated into relatively enduring practices they can be called organisational values. Managing an organisation's value system is an important strategic task in itself, and the concepts and methods for undertaking this task are examined in this paper
Political science · Leadership and Management in Organizations · Management and Organizational Studies · Management Theory and Practice
Sufficiency values through commoning relationality
Organizational Culture and Environment
Promises of transformation
Espoused Values of the “Fortune 100 Best Companies to Work For”
“A Sane Island in an Ocean of Madness”
Students’ Perceptions about University Values
The Values of English Universities
Accountability for Empowerment
Thin vs. Thick Morality Ethics and Gender in International Development Programs
Making the organisation learn
| Unique citing works | 10 |
|---|---|
| Citations per year | 0.42 |
| Citation span | 2002 - 2026 (25) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 7 |