Organizational value contention and managerial mindsets
This paper focuses on the differing ways in which organizations send conflicting signals, in the form of contending organizational values, to their managers regarding the appropriate behavior in a given situation, and the impact that this has on the manager's decision-making process. It posits...
Auteur principal: | |
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Type de support: | Électronique Article |
Langue: | Anglais |
Vérifier la disponibilité: | HBZ Gateway |
Journals Online & Print: | |
Interlibrary Loan: | Interlibrary Loan for the Fachinformationsdienste (Specialized Information Services in Germany) |
Publié: |
1991
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Dans: |
Journal of business ethics
Année: 1991, Volume: 10, Numéro: 7, Pages: 543-557 |
Sujets non-standardisés: | B
Managerial Mindset
B Interview Data B Posit B Economic Growth |
Accès en ligne: |
Volltext (JSTOR) Volltext (lizenzpflichtig) |
Résumé: | This paper focuses on the differing ways in which organizations send conflicting signals, in the form of contending organizational values, to their managers regarding the appropriate behavior in a given situation, and the impact that this has on the manager's decision-making process. It posits the existence of three different types of organizational value contention and examines their influence on the resulting patterns of sense-making and behavior evident in the manager's responses, based upon interview data from a cross-section of managers in two organizations. |
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ISSN: | 1573-0697 |
Contient: | Enthalten in: Journal of business ethics
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Persistent identifiers: | DOI: 10.1007/BF00383352 |