Edited By Gunnar Prause, Urve Venesaar and Wolfgang Kersten
Propagated and Real Values in Estonian Organisationsaccording to Conflict Management Analysis. Anu Virovere, Eneken Titov, Karin Kuimet and Mari Meel
107 Propagated and Real Values in Estonian Organisations according to Conflict Management Analysis Anu Virovere1, Eneken Titov2, Karin Kuimet2 and Mari Meel1 Abstract The main indicator of continuous organisational success is sustainability, whereas sustainabil- ity of an organisation is directly connected to the shared values of it. The authors suggest three groups of organisational values: described, propagated and shared or real values. Most talk in organisations is about propagated values, but an important question is whether the propagated and real values of an organisation match. Otherwise the culture and the actions of the organisation are not in harmony with each other. The main aim of the paper is to demon- strate the differences between propagated and real values in Estonian organisations. The au- thors point out the possibility to use conflict analyses for estimating which are the real (shared) values of an organisation. The methods of case study (case analyses) and critical dis- course analyses are used for the investigation. In the ideal case, propagated and real values ought to coincide, but the results of the re- search demonstrate that while propagated values in Estonian organisations are on higher lev- els of value systems, then the real values are usually placed on the lower level. One of the results of the study is that Estonian managers know and speak about values that are important for remaining/becoming sustainable, but in real life they do not follow these values. The re- sults of the research confirm the need for a change in...
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