Understanding the effects of inclusive strategic decision-making on embodiment of organisational values

Linda Christie and Katherine Dubrowski

International Journal of Human Resources Development and Management, 2021, vol. 21, issue 2/3, 214-227

Abstract: This teaching case study examines strategic decisions made at a non-profit organisation to elevate staff and improve morale following voluntary employee turnover. A values survey administered before, and after, implementation of strategic decisions provides insight regarding personal and organisational values centred on collaboration, empowerment, accountability, and embracing change. Analysis of employee ratings across the two time periods revealed employees' views of the organisation had changed following employee turnover. Further analysis of the perceived rationale for ratings was used to explain how recent efforts to reorganise resulted in the collective embodiment of organisational values.

Keywords: non-profit management; strategic decisions; organisational change; empowerment; collaboration. (search for similar items in EconPapers)
Date: 2021
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