RT Article
T1 Managerial Thinking on Value-Based Management
JF International journal of value-based management
VO 13
IS 1
SP 55
OP 77
A1 Brytting, Tomas
A1 Trollestad, Claes
LA English
PB Proquest
YR 2000
UL https://www.ixtheo.de/Record/1801630674
AB This study explores how managers perceive the issue ofcreating `common values,' what change strategies theyprefer, and their reflection on `value-basedmanagement.'Common values are the glue which binds anorganization together; they motivate and createa sense of community. If properly implemented, theemployees can be trusted in the absence of directrules and regulations. Most managers embrace a holistic view of man on a rhetorical level, but thewell-being of the company has priority in practice.Given these assumptions, held reluctantly orimplicitly, there is little leeway for democraticmanagement.This methodological reduction of man mostlyremains hidden. Without an open discussion, suchshort-term deviations from an ideal situation runthe risk of being a permanent conflict in the companyculture, or lead to an ontological reduction ofman.
K1 Leadership
K1 Business Ethics
K1 Organizational Culture
K1 Human Nature
K1 Values
DO 10.1023/A:1007775731891