Value congruence refers to the degree to which an individual’s values match the values found in their work environment.
Research on value congruence focuses on the degree to which an individual’s personal values match the values they encounter in their work environment, as well as the behavioral and attitudinal outcomes that result from varying degrees of agreement between these values. Different types of congruence explored in the literature include person-organization, person-job, person-group, and person-supervisor congruence (Kristoff-Brown et al. 2005). Scholarly attention to value congruence is relatively recent, with much of it emerging in the last two to three decades. A notable exception here is found in the work of Chester Barnard (1948) who emphasized the importance of values in integrating individuals into the organization. Similarly, Argyris (1964) was an...
- Argyris C (1964) Integrating the individual and the organization. Wiley, New YorkGoogle Scholar
- Bao Y, Simon D, Shay T (2012) Value congruence in organizations: literature review, theoretical perspectives, and future directions. ESADE working paper number 239. ESADE working paper series. Retrieved 15 Jan 2016: http://ssrn.com/abstract=2154976
- Barnard C (1948) The functions of the executive. Harvard University Press, Cambridge, MAGoogle Scholar
- Edwards J, Cable D (2009) The value of value congruence. J Appl Psych 94(3):654–677Google Scholar
- Lamm E, Gordon J, Purser R (2010) The role of value congruence in organizational change. Organ Dev J 28(2):49–64Google Scholar
- Meglino B, Ravlin E (1998) Individual values in organizations: concepts, controversies, and research. J Manag 24(3):351–389Google Scholar
- Schein E (2010) Organizational culture and leadership, 4th edn. Jossey-Bass, San FranciscoGoogle Scholar
- Selznick P (1957) Leadership in administration: a sociological interpretation. University of California Press, BerkeleyGoogle Scholar