Leading Human Values in Complex Environments

Långstedt, Johnny; Wikström, Robin; Hellström, Magnus

doi:10.1007/978-3-319-49649-8_4

Cited by 2 publications

(2 citation statements)

References 26 publications

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“…Using the value theory in such way requires knowledge of which values employees prioritize and what aspects of the change are relevant for the particular values. The model still requires empirical testing, however, studies in the project management field suggests that Schwartz's theory is a fruitful basis for communication strategies (Långstedt et al, 2017;Mills & Austin, 2014;Mills et al, 2009).…”

Section: Discussionmentioning

confidence: 99%

Basic Values and Change: A Mixed Methods Study

Långstedt

Manninen

2020

Journal of Change Management

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Working life is expected to become increasingly dynamic at the expense of routine work. This paper examines how the values of work units relate to changes that make work more dynamic or more structured. Drawing on a mixed-methods design, the paper examines how values that conflict with change objectives relate to challenges when implementing the changes. The paper explains in what situations and why values are relevant for change management. The paper contributes to change management by explicating the role of values when changes in the workplace are implemented and presents a model for integrating values into change communication. MAD statement This paper makes a difference by highlighting that an important aspect of change readiness and resistance relates to the consequences that changes have for the fulfilment of basic values. Attitudes to change are thus dependent on how the change process and objective 'fits' the change recipients' values. Building on multiple real-life examples, the paper describes how misalignments between values and changes create challenges for change initiatives. A model that practitioners can use to alleviate potential misalignments by incorporating basic values in their change communication is presented and discussed.

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Section: Discussionmentioning

confidence: 99%

Basic Values and Change: A Mixed Methods Study

Långstedt

Manninen

2020

Journal of Change Management

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“…Illman, 2004;Mäkilouko, 2004;Nynäs, 2001). International construction projects consist of an interdependent network of actors (Hellgren and Stjernberg, 1995) where various nationalities (Ochieng et al, 2013), institutions (Engwall, 2003;Orr and Scott, 2008), and professions (Mills et al, 2009) with a diversity of values (Långstedt et al, 2017;Mills et al, 2009) and interests (Hellström et al, 2013) need to collaborate to finish a complex product on time, according to specifications, and within budget (Lundin and Söderholm, 1995). Hence, international construction projects involve the management of a number of technical and social challenges (Youker, 1992).…”

Section: International Projects As Contexts For Intercultural Encountersmentioning

confidence: 99%

Culture, an excuse?—A critical analysis of essentialist assumptions in cross-cultural management research and practice

Långstedt

2018

Int'l Jnl of Cross Cultural Management

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The essentialist cross-cultural management paradigm legitimizes a discourse that undermines the agency of people with different cultural backgrounds. The assumptions that underlie the essentialist conceptualization of culture are investigated from an attribution theory perspective. The assumptions are largely based on making culture a valid predictor of action at the expense of the actor's agency. The manifestation of the essentialist discourse in an international management context is investigated through an attribution theory framework on project professionals' accounts of intercultural encounters in large-scale construction projects. The analysis shows that culture is used as the cause of actions but also as a means to excuse that actor for his actions. The analysis further shows how the essentialist conceptualization of culture creates a framework for using culture as both a cause of actions and an excuse. The article provides a nonessentialist conceptualization of culture and shows how the assumptions it rests on undermine the assumption that culture is a valid predictor of action. The essentialist assumption of culture can shroud the issues that underlie the challenges currently attributed to culture. Therefore, managers are encouraged to move from an essentialist conceptualization to a nonessentialist conceptualization of culture.

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Leading Human Values in Complex Environments

Cited by 2 publications

References 26 publications

Basic Values and Change: A Mixed Methods Study

Basic Values and Change: A Mixed Methods Study

Culture, an excuse?—A critical analysis of essentialist assumptions in cross-cultural management research and practice

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