Abstract
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.
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Brytting, T., Trollestad, C. Managerial Thinking on Value-Based Management. International Journal of Value-Based Management 13, 55–77 (2000). https://doi.org/10.1023/A:1007775731891
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DOI: https://doi.org/10.1023/A:1007775731891