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Changes in the espoused values of Australian organizations 1986—1990
Author(s) -
Kabanoff Boris,
Holt John
Publication year - 1996
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/(sici)1099-1379(199605)17:3<201::aid-job744>3.0.co;2-9
Subject(s) - elite , univariate , teamwork , value (mathematics) , meritocracy , normative , psychology , content analysis , impartiality , sample (material) , social psychology , statistics , political science , sociology , multivariate statistics , mathematics , social science , politics , law , chemistry , chromatography
We compared the frequency with which 85 Australian organizations espoused nine values (authority, leadership, teamwork, commitment, rewards, normative, participation, performance and affiliation) in 1986–1988 and 1989–1990 through a content analysis of annual reports, internal magazines, and mission statements. We studied value changes both by comparing the frequency of references to single values in the two periods and the frequency with which four, distinctly different values structures (Elite, Leadership, Meritocratic, and Collegial) occurred among organizations in each period. Univariate comparisons over the whole sample revealed only one significant difference—an increase in Commitment references over time. Comparisons based on groups of organizations with different value structures indicated both a preponderance of organizations with Elite values at time one, and that initially Elite organizations showed most evidence of value change. The findings are discussed in terms of the way univariate comparisons of mean shifts in values can mask the presence of significant differences in patterns of value change between organizations, and the utility of content analysis for measuring organizational values unobtrusively. Possible explanations for some of the changes observed are considered.