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Journal of Management
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Values Enactment in Organizations: A Multi-Level Examination

Melissa L. Gruys

Department of Management, Wright State University, Dayton, OH 45435-0001, melissa.gruys{at}wright.edu

Susan M. Stewart

Department of Management, Western Illinois University-Quad Cities, Moline, IL 61265-5881

Jerry Goodstein

Department of Management and Operations, Washington State University-Vancouver, Vancouver, WA 98686-9600

Mark N. Bing

Department of Management, University of Mississippi, University, MS 38677-1848

Andrew C. Wicks

The Darden School of Business, University of Virginia, Charlottesville, VA 22906-6500

Business writers and practitioners recommend that core organizational values be integrated into employee work life for enhanced organizational productivity, yet no published studies have empirically examined the antecedents and outcomes of values enactment. Using longitudinal data on 2,622 employees, hierarchical linear modeling (HLM) results revealed that tenure and department-level values enactment were significant predictors of individual values enactment. Furthermore, employees who demonstrated high levels of values enactment were less likely to leave, and employees of high or low levels of values enactment in departments whose levels of values enactment matched their own were the most likely to be promoted.

Key Words: values • values enactment • organizational values • values-based performance • performance • promotion • voluntary turnover

This version was published on August 1, 2008

Journal of Management, Vol. 34, No. 4, 806-843 (2008)
DOI: 10.1177/0149206308318610
Add to CiteULike CiteULike   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati    What's this?