Organisational and Personal Values Impact on Knowledge Transfer

<p>This case study research showed that employees’ values were having a greater impact on the transfer of knowledge than those of the organisation. The result was due to limitations faced by employees in adopting organisational values. Semi-structured interviews were carried out to discover employee values and knowledge asset creation behaviours. The interviewees faced difficulties with the organisations knowledge repositories available. The transfer of knowledge was limited within the organisation, which hindered knowledge creation and the interviewees relied on their own values to provide direction to their knowledge actions.</p>

Organisational and Personal Values Impact on Knowledge Transfer

<p>This case study research showed that employees’ values were having a greater impact on the transfer of knowledge than those of the organisation. The result was due to limitations faced by employees in adopting organisational values. Semi-structured interviews were carried out to discover employee values and knowledge asset creation behaviours. The interviewees faced difficulties with the organisations knowledge repositories available. The transfer of knowledge was limited within the organisation, which hindered knowledge creation and the interviewees relied on their own values to provide direction to their knowledge actions.</p>

AS IN LIFE, SO IN DEATH: EMPLOYEE VALUES AND CONTENT PRESERVATION DURING PLATFORM CLOSURE

Despite dominant cultural narratives about platform vitality, whether their immense global penetration or companies’ overwhelming political and economic power, platform history is marked by shutdown and failure. Companies and sites shutter with an understated regularity. As they go, they often delete large swaths of user content, with consequences for the memory practices of both individuals and communities. In turn, this paper examines the ethical approaches that platform employees bring to the process of platform shutdown and user content deletion. This phenomenon is analyzed using 52 interviews with employees from now-shuttered platforms. Drawing on literature on values in technology, technological breakdown and decline, as well as from critical approaches to the study of platforms, this paper articulates the ways that platform employees understand the ethics of social media data deletion, and how these ethics come to shape what remains of these platforms after they close.

In the COVID era, business leaders must put inclusivity above expediency

Purpose This paper aims to identify the management practices and priorities best suited to present-day workforce needs. Design/methodology/approach From 19 March to 6 April 2021, Dare Worldwide conducted linear regression analysis aimed at understanding the key drivers of employee performance. The target population surveyed was: US adults who are employees of companies with at least 500 employees with a job title of manager or higher within selected industries (manufacturing, information, financial services, professional and business services, leisure and hospitality, wholesale and retail, education, health and government). Findings The research showed 85% of performance indicators is not linked to company performance and that employees value trust, engagement and communication. Businesses favour rapid adaptation to cope with crises and technology to drive job performance. In the survey, the highest performing factors for business were related to old-fashioned notions of expediency, none of which will impact company performance over the next five years. Employees meanwhile valued inclusivity and collaboration over expediency. Originality/value The research showed that c-suits are focussing on the wrong managerial processes and priorities to be successful over the long term. Helping employees understand and shape the purpose of their company will be critical as employees evaluate their motivations post COVID. The Dare Worldwide 2021 findings have implications for how senior management teams relate to their staff in an era of remote working and changing employee values and priorities.

The role of business in constructing sustainable technologies: Can the Silicon Valley model be aligned with sustainable development?

Businesses are increasingly focussing their efforts on developing sustainable technological innovations. In doing so, they face obstacles in the systemic nature of innovation processes, the uncertain and ambiguous nature of sustainability, and in reconciling their business model and strategy with social and environmental value creation. This is particularly the case for those trying to emulate the so-called ‘Silicon Valley model’, which prioritises speed to deliver on its ambitious socially significant mission, relies on high-risk venture capital financing, and encourages flexibility and curiosity on the part of employees. This article uses data gathered during an action research case study to explore whether this much vaunted model could be better aligned with sustainable development. While, in this case, we find systemic and cognitive challenges to be currently precluding concerted action on sustainability, we also identify opportunities for greater alignment. Changes in the market and financial environment promise to provide new incentives for sustainability while the use of public deliberations such as citizen assemblies could help to reduce ambiguity. Complementary application of approaches like Constructive Sustainability Assessment within companies would allow business models to be more proactively and demonstrably aligned with employee values and ambitious sustainability missions.

Evolution of staff motivation management tools in digital reality

Traditional motivation tools are almost completely focused on meeting the basic needs of a person. Until 2010 the management science did not consider the satisfaction of the highest needs of a person as a priority, however, the satisfaction of a person’s basic needs in the 21st century is considered as a presume, and the toolkit that formed it significantly limits the efficiency of companies. A feature of a modern employee is his high level of education, formed digital skills, deep socialization, which manifests itself in a request to an employer about working conditions that allow finding an acceptable balance between work and personal life, the constant development of competencies and a consistent change in status. At the same time, the portrait of a modern employer has also changed, and now the effectiveness of an employee is important with the maximum possible cost optimization. This requires a significant change in the mentality of HR workers, employers and their search for new motivation tools. The 2020 lockdown has significantly transformed the scale of employee values and require employers to promptly modify the usual business models. The result of the lockdown is a large case of motivation tools, for which there were requests even before the COVID pandemic. Scientists have received a one-time approbation of new motivation tools around the world. Within the framework of the research, we have carried out work on the systematization of the most effective motivation tools and their application in accordance with the highest needs of the individual. The introduction of modern motivation tools into the practice of companies can significantly increase the attractiveness of work in it for employees, achieve an increase in labor efficiency while reducing conditionally fixed costs.

Probing Alignment of Personal and Organisational Values for Sustainability: An Assessment of Barrett’s Organisational Consciousness Model

To what extent are the values of employees and employers aligned in the context of sustainability and how might this be assessed? These are the main research questions in a case study involving a Swedish Small to Medium Enterprise (SME) with ambitions to become more ‘sustainable’. The wider context of the paper is the alignment of managerial and employee values for organisational sustainability. Specifically, the study applies and assesses Barrett’s concept of Organisational Consciousness as a level-based approach to sustainability values, which we argue is based on an integration of Maslow’s hierarchy of needs and Wilber’s Integral metatheory. Quantifying the incidence of references to various values elicited in interviews, the study demonstrates: the limited salience of Barrett’s themes (‘attributes’) for employees; the divergent perspectives in participants’ personal and organisational lives. While normatively affirming Barrett’s overall approach, we observe that most organisations are likely to be a considerable distance from Barrett’s higher levels. How one interprets this is debatable: it may be concluded that Barrett’s framework is overambitious or that organisations need to: (i) broaden their understanding of sustainability and (ii) nurture alignment between personal and organisational values.

The Distinctive Values of Bankers

The banking sector is sometimes characterized by dysfunctional culture, but little is known about what values bankers hold. We gather data on employee values in a large multinational bank and measure alignment within the bank and with broader society. We find that bankers at the bottom of the hierarchy hold values that are mirrors of their societies, but the top-ranked bankers hold values that are most distinct from their countries. These distinctive values are those with the greatest impact on performance and potential for promotion, suggesting a possible trade-off between coherence within the organization and dissonance with society.

Perception of Work Flexibility among Students as Representatives of Generation Z and Employers from the SME Sector

The aim of the study is to identify the approach to work flexibility as represented by surveyed employers from the SME sector as well as the perception of work flexibility among students who represent Generation Z. The idea behind the research is based on the confrontation of opinions presented by employers and students. The aim is to identify areas of potential convergence and divergence in the perception of work flexibility understood as the performance of work based on forms of employment and work organization that deviate from traditional employment relations. Understanding the young employee values connected with work flexibility and areas of divergence in the perception of these values by employers and employees should help organizations in building personnel policy when considering Generation Z.