Values Congruency

Abstract

Organisational values are a powerful and potentially important stabilising influence on ensuring strategic success (Howard, 1998). Van Kemenade et al. (2008) proposed that organisations need to achieve equilibrium between an external and an internal orientation whilst ensuring the correct balance between flexibility and control. Berger and Milem (2000) suggested that, unless equilibrium and balance are achieved, instability will undermine the achievement of performance goals as a consequence of an inability to define and implement an appropriate strategy. Quinn et al. (1996) also believe the issue of internal-external orientation and process control-flexibility are critical influencers of organisational vision. These concepts provided the basis of the Organisational Culture Assessment Instrument (OCAI) model developed by Cameron and Quinn (1999). Kleihnen et al. (2009) subsequently validated the use of the model for assessing the values of leaders and employees in public sector situations.