Understanding Values Work: Institutional Perspectives in Organizations and Leadership

Acknowledgements
Contents
Notes on Contributors
List of Figures
List of Tables
1 Understanding Values Work in Organisations and Leadership
	Purpose and Focus of the Book
	Introducing Values and Values Work
	Values in Organisations and Leadership
	Overview of Chapters in the Book
	The What of Understanding Values Work—A Theoretical Framework
	Exploring Who Is Doing Values Work—The Actors
	Understanding How to Do Values Work
	References
I Understanding Values, Values Work and Complex Institutional Contexts
2 Values—Reviewing the Construct and Drawing Implications for Values Work in Organisation and Leadership
	Introduction
	Basic Distinctions and Trajectory of the Values’ Concept
	Values in Streams of Institutional Theory
	Rounding Out the Concept of Values
	Implications for Values Work in Organisation and Leadership
	References
3 What Is Values Work? A Review of Values Work in Organisations
	Research on Values Work: An Introduction
	A Literature Review of Values Work in Organisations
	Defining Values Work
	The Institutional Context of Studies on Values Work
	Values Work in Investigating Institutional Processes
	Values Work Enhancing Normative Dimensions of Work
	Outcomes of Studies on Values Work
	Future Research on Values Work
	References
4 Institutional Complexity Challenging Values and Identities in Scandinavian Welfare Organisations
	Introduction
	Institutional Complexity
	The Context of the Scandinavian Welfare State
		Introducing a Market Logic
		Changes Affecting Public Values
		The Welfare Mix
	Coexisting Logics in Welfare Organisations
		The Sectors as Ideal Types
		Hybrid Civic Organisations and Values
	Overall Discussion
	Concluding Remarks
	References
II Who Performs Values Work?
5 Institutional Leadership—The Historical Case Study of a Religious Organisation
	Institutional Leadership as Institutional Work
	The Jesuits
	Ordering Individual Values
	Ordering the Corpus’ Values
	Ordering a Poor Way of Life
	Leading a ‘Poor’ Corpus
	Conclusion
	Published Sources
	References
6 ‘Good Leaders Do the Dirty Work’: Implicit Leadership Theory at the Multicultural Workplace
	Introduction
	A Critical Review of the Comparative Paradigm of Cultural Universals
	Exploring Implicit Ideas of Leadership at the Multicultural Workplace
	Research Design and Methods
	Implicit Ideas of Leadership at the Multicultural Workplace
		Implicit Ideas of Good and Bad Leadership in the Nursing Homes
		Contextual Factors and Individual Experiences as Sources of Implicit Ideas of Leadership
		Negotiating Leadership in the Nursing Homes
	Concluding Remarks
	References
7 Foxes and Lions: How Institutional Leaders Keep Organisational Integrity and Introduce Change
	Introduction
	Institutional Leadership: Linking Field, Organisation and Actor Levels
		Institutional Pluralism and Public Administration
	The Institutional Embodiment of Purpose: Strategies for (Not) Building Integrity While (Not) Introducing Change
		Habitual and Projective Agency
		Empirical Illustrations
	Conclusions
	References
8 Institutional Leadership: Maintaining and Developing the ‘Good’ Organisation
	Introduction
	Relating Values Work and Institutional Leadership
	Research Setting
	Mission, Character and the Embodiment of Values
		Conceiving of the Good Home: Continuity and Development in Institutionalising the Mission
		Leaders’ Contribution to Institutionalising ‘the Common Good’: Value Processes as Conveying of Character and the Role of the Organisation
		Conceiving of and Performing ‘Good Practice’: Embodying Values in Organisational Structure and Practice
	Concluding Remarks
	References
9 Women’s Path to Leadership Through Values Work in a Context of Conflict and Violence
	Introduction
	A Context of Conflict and Violence
	Women Leadership, Values and Values Work
	Discovering Paths to Leadership Through Narrative Life Stories
		Basombana’s Story
		Kusinza’s Story
	Individual and Collective Values on Education of Girls
	Values Work Within the Framework of Religious Civil Society Organisations
		The Fight for Women’s Rights
	Concluding Remarks
	References
III How Is Values Work Performed?
10 Catching Values in Flight: A Process Perspective on Researching Values in Organisations
	Introduction
	Process Studies and Values Work
	Process Studies’ Role in Enhancing the Temporal and Relational Aspects of Organisational Work
		Values as Part of Institutionalising Processes
	Investigating Values Informed by Process Studies—A Strong-Process Perspective
	Concluding Remarks
	References
11 Values as Fixed and Fluid: Negotiating the Elasticity of Core Values
	Introduction
	Theoretical Perspectives on Core Values as Fixed and Fluid
		Research Context and Methods
		Research Setting and the Values Discourse
		Data Collection and Analysis
	Case Description and Findings
		Framing
		Targeting
		Confronting
		Identifying
		Negotiating
	Discussion
		Capturing the Fixed and Fluid Nature of Values
		The Elasticity of Values
		The Shortcomings of Core Values
	Concluding Remarks
	References
12 Work on Values When Shaping Public Institutions: “What’s Trust Got to Do with It?”—Experiences from Scandinavia
	Introduction
	The Value of Trust in Public Institutions
	The Context: Models and Reforms on Trust in Scandinavia
	Theoretical Perspectives: Values Work and Institutional Logic
	Research Setting and Method
		Research Setting
		Textual Analysis
	Findings
		Values Work Mechanisms
		Pockets of Concern and Competing Understandings of Root Causes
		Practising Trust, Possibilities and Obstacles
		Circulating Trust
	Discussion
	Conclusion
	References
13 The Art of Making Sense of Volunteering
	Introduction
	Agents, Values and Identity
	The Volunteers
	Not Paid
	Engagement
	Voluntary
	For the Benefit of the Other
	So, Why Not Money?
	The Rewards of Unpaid Work
	Discussion
	References
14 The Value of Group Reflection
	Introduction
	Theoretical Framework and Previous Research
		Identity
		Self-Awareness in Identity Processes
		Supervision
	Method
		Description of the Intervention
		Data Analysis
		Ethical Considerations and Limitations of the Study
	Findings
		Moving Inward
		Moving Forward
	Discussion
	Concluding Remarks
	References
Index