CN EN
Advanced

Does it Take More Than Ideals? How Counter-Ideal Value Congruence Shapes Employees' Trust in the Organization

Indexed by

SSCI Scopus FT ABDC-A

Abstract

Research on value congruence rests on the assumption that values denote desirable behaviors and ideals that employees and organizations strive to approach. In the present study, we develop and test the argument that a more complete understanding of value congruence can be achieved by considering a second type of congruence based on employees' and organizations' counter-ideal values (i.e., what both seek to avoid). We examined this proposition in a time-lagged study of 672 employees from various occupational and organizational backgrounds. We used difference scores as well as polynomial regression and response surface analyses to test our hypotheses. Consistent with our hypotheses, results reveal that counter-ideal value congruence has unique relations to employees' trust in the organization that go beyond the effects of ideal value congruence. We discuss theoretical and practical implications of this expanded perspective on value congruence.

Keyword

Author Community

[Schuh, Sebastian C.; Xin, Katherine R.] China Europe Int Business Sch, Dept Org Behav & Human Resource Management, 699 Hongfeng Rd, Shanghai 201206, Peoples R China

[Van Quaquebeke, Niels; Keck, Natalija] Kuhne Logist Univ, Dept Management & Econ, Hamburg, Germany

[Keck, Natalija] Rotterdam Sch Management, Dept Org & Personnel Management, Rotterdam, Netherlands

[Goeritz, Anja S.] Univ Freiburg, Dept Psychol, Freiburg, Germany

[De Cremer, David] Univ Cambridge, Cambridge Judge Business Sch, Cambridge, England


Related Article

Source

Journal of Business Ethics

ISSN:0167-4544

Year:2018

Issue:4

Volume:149

Page:987-1003

ESI Discipline:ECONOMICS & BUSINESS;

Cited Count
W
Loading... 14
C
Loading...
Get Fulltext
Rights and Licenses
Related Keywords
Communities & Collections
Access Stats
Creative Commons Licence
The content of CEIBS Research Online is licensed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License (CC BY-NC-ND 4.0).