Values At Work

At the core of institutional theories, ‘values’ is a central term and figures in most definitions; however it remains understudied and under-explored. The editors of this open access book identify a resurgence of interest in the values-construct which underpins discussions of identity, ‘ethos’ and the purpose/nature of public and civic welfare provision. Considering the importance of values and values work to social, material and symbolic work in organizations, individual chapters explore values work as performed in organizations and by leaders. Focusing on practices of values work, the book applies and combines different theoretical lenses exemplified by the integration of institutional perspectives with micro-level perspectives and approaches.

Values at Work is an analysis of organizational dynamics with wide-ranging implications in an age of market globalization. It looks at the challenges businesses face to maintain people-oriented work systems while remaining successful in the larger economy. George Cheney revisits the famous Mondragón worker-owned-and-governed cooperatives in the Basque Country of Spain to examine how that collection of innovative and democratic businesses is responding to the broad trend of marketization. The Mondragón cooperatives are changing in important ways as a direct result of both external pressures to be more competitive and the rise of consumerism, as well as through the modification of internal policies toward greater efficiency. One of the most remarkable aspects of the changes is that some of the same business slogans now heard around the globe are being adopted in this set of organizations renowned for its strongly held internal values, such as participatory democracy, solidarity, and equality. Instead of emphasizing the special or unique qualities of the Mondragón experience, this book demonstrates the case's relevance to trends in all sectors and across the industrialized world.

Sustainable investing is a rapidly growing and evolving field. With investors expressing ever greater interest in environmental, social, and governance (ESG) metrics and reporting, companies face a sustainability imperative and the need to remake their business models to respond to an array of pressing issues including climate change, air and water pollution, racial justice, workplace diversity, economic inequality, privacy, corporate integrity, and good governance. From equities to fixed income and from private equity to impact-investing, investors of all kinds now want to understand which companies will be marketplace leaders in a business future redefined by sustainability. Thus, investment strategies, risk models, financial vehicles, applications, data, metrics, standards, and regulations are all changing rapidly around the world. In an effort to better understand the current status and movement of this dynamic field and to provide a practical reference for the growing pool of investors, financial advisors, companies, and academics seeking information on sustainable investing and ESG reporting, this edited book covers the latest trends, tools, and thinking. It showcases the work of authors from leading companies and academic institutions across a range of vital topics such as financial disclosure, portfolio assessment, ESG metrics construction, and law as well as regulation. Readers of the book will be better able to identify and address the hurdles to moving mainstream capital toward more sustainable companies, investments, and projects.

Values at Work is an analysis of organizational dynamics with wide-ranging implications in an age of market globalization. It looks at the challenges businesses face to maintain people-oriented work systems while remaining successful in the larger economy. George Cheney revisits the famous Mondragon worker-owned-and-governed cooperatives in the Basque Country of Spain to examine how that collection of innovative and democratic businesses is responding to the broad trend of "marketization." The Mondragon cooperatives are changing in important ways as a direct result of both external pressures to be more competitive and the rise of consumerism, as well as through the modification of internal policies toward greater efficiency. One of the most remarkable aspects of the changes is that some of the same business slogans now heard around the globe are being adopted in this set of organizations renowned for its strongly held internal values, such as participatory democracy, solidarity, and equality. Instead of emphasizing the special or unique qualities of the Mondragon experience, this book demonstrates the case's relevance to trends in all sectors and across the industrialized world.

#1 NEW YORK TIMES BESTSELLER • Brené Brown has taught us what it means to dare greatly, rise strong, and brave the wilderness. Now, based on new research conducted with leaders, change makers, and culture shifters, she’s showing us how to put those ideas into practice so we can step up and lead. Don’t miss the five-part HBO Max docuseries Brené Brown: Atlas of the Heart! NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG Leadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential. When we dare to lead, we don’t pretend to have the right answers; we stay curious and ask the right questions. We don’t see power as finite and hoard it; we know that power becomes infinite when we share it with others. We don’t avoid difficult conversations and situations; we lean into vulnerability when it’s necessary to do good work. But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we’re choosing not to invest in developing the hearts and minds of leaders at the exact same time as we’re scrambling to figure out what we have to offer that machines and AI can’t do better and faster. What can we do better? Empathy, connection, and courage, to start. Four-time #1 New York Times bestselling author Brené Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture? In this new book, Brown uses research, stories, and examples to answer these questions in the no-BS style that millions of readers have come to expect and love. Brown writes, “One of the most important findings of my career is that daring leadership is a collection of four skill sets that are 100 percent teachable, observable, and measurable. It’s learning and unlearning that requires brave work, tough conversations, and showing up with your whole heart. Easy? No. Because choosing courage over comfort is not always our default. Worth it? Always. We want to be brave with our lives and our work. It’s why we’re here.” Whether you’ve read Daring Greatly and Rising Strong or you’re new to Brené Brown’s work, this book is for anyone who wants to step up and into brave leadership.

An ordinary leader is someone who leads a small organization or team that is doing great things. They manage the majority of the world’s workforce, but they don’t lead large corporations or big government agencies. Ordinary leaders are rarely written about in books or quoted in magazines. They are, however, important. Maybe not globally, but in their own realm of influence, their leadership makes a difference. The term “ordinary” is also used to highlight the belief that no one ever arrives as a leader. In fact, if someone thinks of themselves as extraordinary, they will not be a very effective leader. Author Randy Grieser presents 10 key insights for building and leading a thriving organization. These are the principles he identifies as instrumental to success as a leader. Writing for leaders everywhere, he inspires, motivates, and explains how to make each insight a reality in your organization. Become a more passionate, productive, and visionary leader by exploring and embracing these 10 insights: Motivation and Employee Engagement: Organizations flourish when employees go beyond what is expected of them. Passion: A passionate, inspired workforce begins with the leader. Vision: Visionary leaders energize and inspire people to work towards a future goal. Self-Awareness: Knowing your strengths and weaknesses is vital for leading any organization. Talent and Team Selection: The right employees must, first and foremost, fit the workplace culture. Organizational Health: Employees are most engaged when leaders are committed to the emotional well-being of everyone. Productivity: Focusing on how and what things get done increases efficiency. Creativity and Innovation: Building processes for innovation puts creativity to work. Delegation: As you free up your time, you will also increase employee engagement. Self-Improvement: Personal development makes all the other principles easier to achieve. Also included are the perspectives of 10 ordinary leaders from a range of professions, survey feedback from over 1,700 leaders and employees, and a resource section that provides detailed guidance and examples for putting these ideas into action.

During decades much empirical research has been devoted to the study of values in relation to work. Many studies have treated work-related values as expressions of more general life values, and interpreted the differences between groups an cultures in terms of broader cultural patterns, historical trends, and adaptation to changing economic and technical environments. Work values have also been investigated at the level of occupations and the individual. In this case they have been related to interests and other motivational notions, and used to explain differences in people's occupational behavior, in particular vocational choice. A general assumption underlying most of the research and theorizing on values, has been that shared values (as expressed at the collective level on the one side and individual values as operating in daily occupational behavior on the other side) are somehow interrelated, although their causal relationships are still to be uncovered. This special issue deals with the theory and research on the relationship between peoples' values and work behavior. It presents a review of the sociological and psychological research literature on values and work, shows some typical findings from large scale research projects, and identifies some major theoretical and practical issues. More importantly, an explicit effort is made to interlink the different approaches by offering an integrative multilevel framework model. The contributions to this special issue, written by leading researchers in the field, underline the continuing importance of values for understanding what happens in the world of work.

This book is a collection of reflections and empirical studies which examine the many facets of the meanings of work. The authors are significant scholars in fields of study ranging from ethics to sociology. The book is a text which aims at balancing the academic with the practical and so the chapters often reflect the tensions implicit in such a venture. The reader will find in these pages historical, philosophical, educational, religious, entrepreneurial and many other points of view which combine to emerge as a text which is both encyclopedic in information yet engaging and lively in style. The reader will be able to understand how the meanings of work have changed over the centuries varying according to historical place and point of view. At the same time, the diligent reader will observe the centrality that work has in the lives of people both practically and in terms of life quests. Work has previously been defined as an activity that produces something of value for other people. This definition does not even begin to include the information about work that is presented in this book. The reader will feel a invigorating sense of worth from this book.