 Values CongruencyIan Chaston
Chapter 10 in Public Sector Reformation, 2012, pp 194-212 from Palgrave Macmillan Abstract: Abstract Organisational values are a powerful and potentially important stabilising influence on ensuring strategic success (Howard, 1998). Van Kemenade et al. (2008) proposed that organisations need to achieve equilibrium between an external and an internal orientation whilst ensuring the correct balance between flexibility and control. Berger and Milem (2000) suggested that, unless equilibrium and balance are achieved, instability will undermine the achievement of performance goals as a consequence of an inability to define and implement an appropriate strategy. Quinn et al. (1996) also believe the issue of internal-external orientation and process control-flexibility are critical influencers of organisational vision. These concepts provided the basis of the Organisational Culture Assessment Instrument (OCAI) model developed by Cameron and Quinn (1999). Kleihnen et al. (2009) subsequently validated the use of the model for assessing the values of leaders and employees in public sector situations. Keywords: Public Sector; Customer Orientation; Welfare Reform; Western Democracy; Public Sector Service (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-37935-0_10 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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