From the Leader’s Values to Organizational Values: Toward a Dynamic and Experimental View on Value Work in SMEs
In this article, we contribute to empirically account for Selznick’s argument about the moral competence of organizations by showing the ways an organization collectively thinks, acts, feels and expresses needs (Callon, 2006) related to its desirable ends. These are related to the socio-technical ar...
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doaj-54372edceece4ebc8f20bba9ae8b0cd72020-11-25T03:42:14ZengAssociation International de Management Stratégique (AIMS)M@n@gement1286-46922020-03-0123112110.37725/mgmt.v23.44184418From the Leader’s Values to Organizational Values: Toward a Dynamic and Experimental View on Value Work in SMEsLudivine Adla0Marie Eyquem-Renault1Virginie Gallego-Roquelaure2Grenoble IAE, Grenoble INP, CERAG, Grenoble Alpes University, FranceIAE Lyon School of Management, Magellan Research Center, University of Lyon, FranceIAE Lyon School of Management, Magellan Research Center, University of Lyon, FranceIn this article, we contribute to empirically account for Selznick’s argument about the moral competence of organizations by showing the ways an organization collectively thinks, acts, feels and expresses needs (Callon, 2006) related to its desirable ends. These are related to the socio-technical arrangements processing the values work. Made up of devices, actors, and social groups, the socio-technical arrangements are brought into existence by means of material embodiments of values in artifacts. Considering the case of a leader who has founded a firm in the social and solidarity sector in order to implement his personal values, we contribute to better understanding value-based leadership. We trace how this leader’s values are progressively and collectively materialized into artifacts that create new relationships in which the organization’s desirable ends are to be met. Adopting a relational and processual view on values work, we trace the evolution of this socio-technical arrangement to maintain or restore the implementation of organizational values in an evolving context, contributing to a dynamic view on organizational values.https://management-aims.com/index.php/mgmt/article/view/4418/10168value-based organizationsvalue-based leadershiporganizational valuesme |
collection |
DOAJ |
language |
English |
format |
Article |
sources |
DOAJ |
author |
Ludivine Adla Marie Eyquem-Renault Virginie Gallego-Roquelaure |
spellingShingle |
Ludivine Adla Marie Eyquem-Renault Virginie Gallego-Roquelaure From the Leader’s Values to Organizational Values: Toward a Dynamic and Experimental View on Value Work in SMEs M@n@gement value-based organizations value-based leadership organizational value sme |
author_facet |
Ludivine Adla Marie Eyquem-Renault Virginie Gallego-Roquelaure |
author_sort |
Ludivine Adla |
title |
From the Leader’s Values to Organizational Values: Toward a Dynamic and Experimental View on Value Work in SMEs |
title_short |
From the Leader’s Values to Organizational Values: Toward a Dynamic and Experimental View on Value Work in SMEs |
title_full |
From the Leader’s Values to Organizational Values: Toward a Dynamic and Experimental View on Value Work in SMEs |
title_fullStr |
From the Leader’s Values to Organizational Values: Toward a Dynamic and Experimental View on Value Work in SMEs |
title_full_unstemmed |
From the Leader’s Values to Organizational Values: Toward a Dynamic and Experimental View on Value Work in SMEs |
title_sort |
from the leader’s values to organizational values: toward a dynamic and experimental view on value work in smes |
publisher |
Association International de Management Stratégique (AIMS) |
series |
M@n@gement |
issn |
1286-4692 |
publishDate |
2020-03-01 |
description |
In this article, we contribute to empirically account for Selznick’s argument about the moral competence of organizations by showing the ways an organization collectively thinks, acts, feels and expresses needs (Callon, 2006) related to its desirable ends. These are related to the socio-technical arrangements processing the values work. Made up of devices, actors, and social groups, the socio-technical arrangements are brought into existence by means of material embodiments of values in artifacts. Considering the case of a leader who has founded a firm in the social and solidarity sector in order to implement his personal values, we contribute to better understanding value-based leadership. We trace how this leader’s values are progressively and collectively materialized into artifacts that create new relationships in which the organization’s desirable ends are to be met. Adopting a relational and processual view on values work, we trace the evolution of this socio-technical arrangement to maintain or restore the implementation of organizational values in an evolving context, contributing to a dynamic view on organizational values. |
topic |
value-based organizations value-based leadership organizational value sme |
url |
https://management-aims.com/index.php/mgmt/article/view/4418/10168 |
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