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The connections between values alignment
and teamwork A case study
Bachelor thesis within Business Administration
Authors: Anette Nilsson 851106-4605
Sandra Nyberg 870118-0047
Erik Skinstad 870517-0556
Tutor: Börje Boers
Jönköping December 2009
Acknowledgements
We, the authors of this thesis, would like to thank our tutor, Börje Boers, for his apprehen-
sive feedback and guidance during the process. We would also like to thank Fixit for allow-
ing us to use them as an example of how to achieve, and work with values alignment. A big
thank you goes to Henrik Lesaque, and all the people who participated in the process of this
study; either through the pilot study, the interviews or the survey. Thank you for taking the
time to provide us with valuable information and insightful comments. We would also like
to express our gratitude to Thomas Holgersson, Professor in Statistics, for his advice. Last
but not least, we would like to thank our fellow students for their constructive feedback dur-
ing the seminar sessions.
_________________ _________________ _________________
Anette Nilsson Sandra Nyberg Erik Skinstad
Jönköping International Business School
2009-12-11
Bachelor Thesis within Business Administration
Title: The connections between values alignment and teamwork
Authors: Anette Nilsson
Sandra Nyberg
Erik Skinstad
Tutor: Börje Boers
Date: Jönköping, December 2009
Keywords: Values alignment, Value congruence, Shared values, Teamwork,
Case study, Barrett, Cultural Values Assessment (CVA), and
Seven Level Consciousness model.
Abstract
Background: Research today highlights the importance of values alignment, but
all of the research has been conducted on manufacturing compa-
nies. We found it interesting to investigate if the same theories are
applicable to the knowledge-intense service sector, such as con-
sultancy firms. Furthermore, research has identified a set of key
attributes of successful teamwork, which we find closely related
to values alignment. Despite this, we found no previous research
within this area.
Purpose: This study investigates the connections between values alignment
and teamwork at a consultancy firm.
Method: Our research was conducted as a case study at the department of
Management at a consultancy firm. A survey, based on Barrett’s
(2008) Seven Level Consciousness, and Cultural Values Assess-
ment models, was carried out. However, we have modified the
model to fit Swedish work-related values. We conducted pre-
survey, and follow-up survey interviews with employees at the
consultancy firm, as well as an interview with a former employee.
This triangulation of information gathering techniques allowed us
to ensure the validity of our study.
Conclusion: We found a set of four clear relations between values alignment
and, what previous research has identified as, key success factors
of successful teamwork. Commitment, guidance in decision mak-
ing, quality of outcome and reduced interpersonal conflicts are all
outcomes of values alignment, and they are in different ways
connected to one or several of commitment to success and shared
goals, commitment to team processes and accountability, inter-
personal skills, open communication and feedback or interdepen-
dencies.
Kandidatuppsats i Företagsekonomi
Titel: The connections between values alignment and teamwork
Författare: Anette Nilsson
Sandra Nyberg
Erik Skinstad
Handledare: Börje Boers
Datum: Jönköping, December 2009
Nyckelord: Values alignment, Value congruence, Shared values, Teamwork,
Case study, Barrett, Cultural Values Assessment (CVA), and
Seven Level Consciousness model.
Sammanfattning
Bakgrund: Dagens forskning belyser vikten av att ha en gemensam värdegrund,
men så vitt vi kan se sträcker sig forskningen till att enbart involvera
tillverkningsföretag. Vi tyckte att bristen på forskning inom kun-
skapsintensiva serviceföretag, så som konsultföretag, var intrigeran-
de och bestämde oss för att undersöka huruvida befintliga teorier är
applicerbara även på den här sektorn. Forskning har även identifierat
ett antal faktorer som kännetecknar framgångsrikt teamwork, vi an-
ser att dessa faktorer är kopplade till att ha en gemensam värde-
grund. Trots detta har vi inte hittat någon tidigare forskning inom det
här området.
Syfte: Den här uppsatsen undersöker sambandet mellan att ha en gemensam
värdegrund och teamwork på ett konsultföretag.
Metod: Den här undersökningen är genomförd som en fall studie på Mana-
gementavdelningen på ett konsultföretag. Vi sände ut en enkät till de
anställda, som byggde på Barretts (2008) Seven Level Conscious-
ness och Cultural Values Assessment modeller. Vi har dock anpassat
enkäten till att stämma överens med svenska arbetsrelaterade värde-
ringar. Förutom detta genomförde vi intervjuer innan enkäten skick-
ades ut, samt uppföljningsintervjuer. Utöver de intervjuerna, gjorde
vi även en intervju med en före detta anställd på företaget. Den här
trianguleringen gjorde det möjligt för oss att försäkra validiteten för
vår undersökning.
Slutsats: Vi fann fyra tydliga kopplingar mellan fördelarna med att ha gemen-
sam värdegrund, och vad som genom tidigare forskning har identifi-
erats som framgångsfaktorer för teamwork. Engagemang, stöd för
beslutsfattande, kvalitet samt en minskning av sociala konflikter är
alla effekter av att ha en gemensam värdegrund. Dessa är på olika
sätt relaterade till en eller flera av följande; engagemang i framgång
och delade mål, engagemang till team processer och ansvarsskyl-
dighet, social kompetens, öppen kommunikation och feedback eller
ömsesidigt beroende.
i
Table of Contents
1 Introduction .......................................................................... 1
1.1 Background ................................................................................... 1 1.2 Problem discussion ....................................................................... 2 1.3 Purpose ......................................................................................... 3
2 Frame of reference ............................................................... 4
2.1 Values ........................................................................................... 4 2.1.1 Values-in-use vs. Espoused values .................................... 4
2.2 Effects of values alignment ........................................................... 5 2.2.1 Co-worker values alignment ............................................... 5 2.2.2 Individual and organizational values alignment .................. 6
2.3 Team and teamwork ...................................................................... 7 2.4 How to measure and assess values ............................................ 10
2.4.1 Seven Level Consciousness ............................................. 10 2.4.2 Cultural Values Assessment ............................................. 11
2.5 Building Your Company’s Vision ................................................. 12
3 Research method ............................................................... 14
3.1 Inductive and deductive research ................................................ 14
3.2 Qualitative and quantitative research .......................................... 14 3.3 Process ....................................................................................... 15 3.4 Case study .................................................................................. 15
3.4.1 The case subject ............................................................... 17 3.5 Data collection ............................................................................. 17
3.6 Interviews .................................................................................... 17 3.6.1 Structure ........................................................................... 18
3.6.2 The questions ................................................................... 19 3.6.3 Sampling ........................................................................... 19
3.7 Survey ......................................................................................... 19
3.7.1 Choice of model ................................................................ 19 3.7.2 Criticism of the model ....................................................... 21
3.7.3 Structure ........................................................................... 21 3.7.4 Pilot study ......................................................................... 22 3.7.5 Sampling ........................................................................... 22
3.8 Validity and reliability of data collection methods ........................ 23
3.8.1 Interviews ......................................................................... 23 3.8.2 Survey .............................................................................. 23
3.9 Data analysis ............................................................................... 24 3.9.1 Ethical dilemma ................................................................ 25
4 Empirical findings .............................................................. 27
4.1 Interviews .................................................................................... 27 4.1.1 Organizational espoused values ....................................... 27 4.1.2 Contradictions and values-in-use...................................... 29 4.1.3 Teamwork ......................................................................... 31
4.2 Survey results, values alignment ................................................. 32 4.3 Survey results, teamwork ............................................................ 35
5 Analysis............................................................................... 37
ii
5.1 Values alignment ......................................................................... 39
5.1.1 Co-worker values alignment ............................................. 39 5.1.2 Values alignment between organization and employees ................................................................................... 40
5.2 Teamwork and values alignment ................................................. 42 5.2.1 Alignment between profiles ............................................... 42 5.2.2 Teamwork and values alignment ...................................... 43
6 Conclusion .......................................................................... 46
7 Final remarks ...................................................................... 47
7.1 Discussion ................................................................................... 47 7.2 Criticism and contribution ............................................................ 47 7.3 Further research .......................................................................... 48
List of references ..................................................................... 49
Appendices .............................................................................. 53
Appendix 1 – Allocation of positive and limiting values .......................... 53
Appendix 2 – Survey in Swedish ........................................................... 54 Appendix 3 – Survey in English ............................................................. 60 Appendix 4 – Interview questions .......................................................... 66 Appendix 5 – Follow-up survey interview questions .............................. 67
Appendix 6 – Allocated value profiles (BNS) ......................................... 68
Charts Chart 1 - Q.1: Who are you? Employees ..................................................... 32 Chart 2 - Q.1: Who are you? Top-management ........................................... 33 Chart 3 - Q.2: Fixit today? Employees ......................................................... 33
Chart 4 - Q.2: Fixit today? Top-management ............................................... 34
Chart 5 - Q.3: Future Fixit? Employees ........................................................ 34 Chart 6 - Q.3: Future Fixit? Top-management ............................................. 35 Chart 7 - Q.4: Important for teamwork? Employees ..................................... 35
Chart 8 - Q.4: Important for teamwork? Top-management .......................... 36
Figures Figure 1 - Dimensions of communication and involvement for teamwork ...... 8
Figure 2 - Seven Level of Organizational Consciousness ............................ 11 Figure 3 - Building Your Company's Vision .................................................. 13 Figure 4 - Inductive research approach ........................................................ 14 Figure 5 - Perceived values.......................................................................... 37 Figure 6 - Current values ............................................................................. 38
Figure 7 - Desired future value plots ............................................................ 38
Tables Table 1 - Summary of attributes of successful teamwork ............................... 9 Table 2 - Positive and limiting values ........................................................... 11
Table 3 - Business Needs Scorecard ........................................................... 12 Table 4 - Table of interviews ........................................................................ 18
Table 5 - Survey questions........................................................................... 21 Table 6 - The key principles of research ethics ............................................ 26 Table 7 - Attributes of teamwork and allocation of value profiles ................. 42
1
1 Introduction
In this section, we will guide the reader to the main purpose of the study, via a funnel
approach. It starts with a broad background description, followed by a problem discus-
sion, which will recognize why this particular issue deserves attention, ending with the
formulation of the purpose.
1.1 Background
In a social experiment, twenty monkeys were put in a cage, and bananas were put on a
platform near the roof. What the monkeys did not know was that an automatic shower
was connected to the platform, and the entire cage was showered when a monkey
grabbed a banana for the first time. This was repeated for the second monkey who got
hungry, and they all learnt that this behavior resulted in a shower. After this, one mon-
key was replaced with a new one from time to time and the newest monkey was always
stopped by the others when trying to climb up to the platform. When all monkeys had
been replaced, a really big and dominant monkey was put in the cage, and when he got
hungry and climbed up the others failed to stop him due to his size. When he grabbed a
banana, nothing happened… the shower had been turned off, (R. Rolfsson, personal
communication, 2009-10-26).
In the end of the experiment, none of the monkeys had actually been showered; they
just knew that the socially acceptable behavior was not to eat the bananas. The moral of
this metaphor is simple. We do not always know why we behave in a certain way; we
only know that this is the way it is.
When doing business, one faces difficulties derived from cultural differences, both due
to national differences, but also because of different organizational cultures. This might
result in unsuccessful negotiations and bad deals (Hofstede, 2009). Culture, both na-
tional and organizational, to a big extent affect how business is being conducted as well
as how people behave and react (Schein, 2004). Schein (2004) continues by explaining
that it is the culture which determines and mirrors the identity of a firm. His definition
of culture is as follows:
“The culture of a group can be defined as a pattern of shared basic assump-
tions that was learned by a group as it solved its problem of external adapta-
tion and internal integration, that has worked well enough to be considered va-
lid and, therefore, to be taught to new members as the correct way to perceive,
think, and feel in relation to those problems”.
- Schein (2004, p. 17)
Part of his definition is that culture develops shared assumptions on how to behave
and how to act in new situation. Further, he claims that cultural values are one un-
derlying factor of culture, and that it is these values which influence the behavior of
people. Ravlin (1995) has defined values as:
“a person’s internalized belief about how he or she should or ought to be-
have”.
- Ravlin (1995, p. 598)
List of references
2
Referring back to the experiment, the morale from it is applicable to organizations; by
using methods such as punishments, formal reward systems or informal reward systems,
it is possible to shape and coordinate patterns of behavior in a group. It is not uncom-
mon for organizations to develop official core values, connected to the strategy and cul-
ture of the firm, in order to clarify what it finds important (Collins & Porras, 1996). The
aim is to develop a foundation to reach alignment between the employee’s individual
values and the organizational core values.
1.2 Problem discussion
The competitive situation on the market has forced organizations to develop more de-
centralized structures, and today it is often crucial that managers and middle-managers
have the ability and freedom to make decisions on short notice (Kotter & Heskett,
1992). The management style Managing By Values (MBV) has evolved as a result of
this (Dolan & Garcia, 2002). The basic concept is to manage chaos with the help of
tools such as values alignment, aiming at creating a shared value profile between the
employees and the organization. This would help individuals in decision making by
providing a framework of what behavior is preferred (Dolan & Garcia, 2002).
Research has given a strong indication of a relation between values alignment and fi-
nancial performance, ethics, job satisfaction, employee turnover, commitment, (Posner,
Kouzes & Schmidt, 1985) behavior, prioritization and decision-making (Meglino &
Ravlin, 1998; Feather, 1995; Posner & Schmidt, 1993). Flamoltz (2001), and Calori and
Sarnin (1991) have also found a positive connection between values and intrapersonal
relationships, and Cable and Judge (1996) related involvement to values alignment. The
following citation further enhances the importance of the field of values alignment:
“It has been argued that until an organization’s values are aligned with those
of its members, there is little chance of it operating at optimum efficiency.”
- Branson (2008, p. 7)
We have already concluded that values are connected to behavior, decision making and
prioritization. Further, from personal experiences and empirical knowledge, we know
that consultants are faced with decision-making based on individual competences and
judgment every day. To us, this work style seems applicable to the outcomes of values
alignment, which made us curious to investigate values alignment at consultancy firms.
Furthermore, the implied connection between values and intrapersonal relationships
makes it even more interesting to investigate consultancy firms and values alignment.
The work format is to a great extent based in teamwork, and intrapersonal relations are
important to create an effective work climate (Tarricone & Luca, 2002). Moreover, re-
search has identified key success attributes of teamwork, which we find closely related
to the benefits of values alignment. Gibson, Moore and Lueder (1980) found that com-
munication, involvement and commitment are crucial in teamwork, and research on
values alignment has found that it results in commitment and job satisfaction, which ac-
cording to Cable and Judge (1996) is linked to involvement.
We think there are several interesting relations between shared values and teamwork,
but there seem to be a lack of research within the field. From a random sample of 15 out
List of references
3
of 35 read articles on values alignment, none focused on service firms and none on con-
sultancy firms.
The similarities between attributes of teamwork and the outcomes of values alignment,
and the high degree of teamwork at consultancy firms, made us decide to investigate
these connections further.
If this study confirms our suspicion of a connection between values alignment and
teamwork, we hope that this thesis will enhance that values alignment is an important
aspect to control within consultancy firms, in order to reach a more efficient teamwork.
1.3 Purpose
This study investigates the connections between values alignment and teamwork at a
consultancy firm.
List of references
4
2 Frame of reference
In this section we will present the theoretical base on which the research is conducted.
In order to fulfill the purpose of this study, applicable theories will be highlighted,
along with explanations of relevant concepts.
2.1 Values
Meglino and Ravlin (1998) are troubled by the lack of agreement among researchers of
what values are, and how they affect people. They describes how values have been con-
sidered as not only personality traits, but needs, motivations, attitudes, goals, interests
and non-existent mental entities by researches such as Kluckhohn (1951), Rokeach and
Ball-Rokeach (1989) and Williams (1979). This has created difficulties in interpreting
and comparing the results of studies (Meglino & Ravlin, 1998).
Meglino and Ravlin (1998) limit the term values further by focusing on “oughtness”.
They mean that values indentify how individuals believe they “should” or “ought” to
behave. Kluckhohn (1951), Rokeach (1973) and Williams (1979) argue that this does
not reflect how a person wants to behave, as much as how individuals interpret societal
acceptable ways of fulfilling their needs. There is a heavy social aspect of values, which
is closely related to a feeling of guilt arising when individuals act inconsistently with
social expectations (Kluckhohn, 1951). Values can however also serve as legitimizing.
2.1.1 Values-in-use vs. Espoused values
According to Johnson, Scholes, and Whittington (2008) an organization has two sets of
organizational values; values-in-use and espoused values. The former show what values
an organization has, while the latter are values the organization wishes to have, or aims
to be connected with. Argyris and Schön (1999) concludes that when it comes to ana-
lyzing values, the distinction between values-in-use and espoused values, must be care-
fully made (as cited in Schein, 2004).
This paper will deal with espoused values as defined as “a person’s internalized belief
about how he or she should or ought to behave” (Ravlin, 1995 p. 598). We have chosen
to narrow this definition down further to only incorporate behavior in work-related situ-
ations. Furthermore, organizations can be seen as a group of people with shared goals
(Fitzpatrick, 2007), and the same definition is thus applicable also to organizational es-
poused values. Values-in-use will be used to describe how people and organizations ac-
tually act, thus the values which governs the every-day behavior.
If the different values are not clearly distinguished, it might cause misunderstandings
and create a mistrust of the organization’s actual objectives (Johnson et al., 2008). But if
the espoused beliefs and values are aligned with the underlying assumptions of the or-
ganizational culture, these espoused values might transcend into a well-formulated core
mission. These underlying assumptions are guidelines for what the members of the or-
ganization should pay attention to, what things mean, how to act in different situations,
or simply how to behave in an organizational context (Argyris & Schön, 1999, as cited
in Schein, 2004).
List of references
5
2.2 Effects of values alignment
We will use the following phrases as synonyms in this report; values alignment, shared
values and value congruence. We are aware of the small nuance differences, but have
decided that these have low meaning to the purpose of this paper.
We have chosen to divide values alignment into two groups; co-worker alignment
(which deals with value congruence between individuals) and values alignment between
an organization and individuals. We have found that the degrees of values alignment
within both groups affects attributes of teamwork, such as communication and com-
mitment, and both types of values alignment are thus important to this study.
2.2.1 Co-worker values alignment
There is research implying that homogeneity and values alignment in groups result in
more positive attitudes (Adkins, Ravlin & Meglino, 1996; Fitzpatrick, 2007). As values
can be defined as “beliefs about the way an individual ought to behave” (Ravlin & Meg-
lino, 1987, p. 155), individuals can predict the behavior of others with similar values
(Kluckhohn, 1951). This should theoretically result in a general agreement about what
behavior is appropriate for the workplace (Schein, 2004). We see a connection between
values alignment, predictability of behavior, agreement of acceptable behavior and we
made the conclusion that values alignment also results in acceptable informal work
processes. Informal work processes includes communication style, whom to discuss
problems with, when to discuss and how to react to obstacles and so on. Thus, the abili-
ty to predict behavior and work processes such as communication results in higher effi-
ciency for routine task achievement. This due to less energy being consumed when dis-
cussing procedures, communicating and for conflict-solving. Adkins et al. (1996) has
however made research entailing that values alignment has negative effects on achiev-
ing non-routine tasks. They mean that this finding is consistent with research on group
cohesiveness, which says that social and cultural non-differentiation in situations where
complex tasks are managed can affect performance in negative manners.
The relationship between values alignment, predictability of behavior, agreement of ac-
ceptable behavior, acceptable informal work processes and efficiency is partly sup-
ported by a research made by Vancouver and Schmitt (1991). They found a relationship
between co-worker goal congruence and satisfaction and employee turnover. Further-
more, Schein (2004) found that shared values reduce “noise” in the communication be-
tween co-workers. Another effect of shared values, which is similar to the chain de-
scribed above, was found by Ravlin and Meglino (1987); individuals with shared values
tend to perceive external stimuli similarly. Adkins et al. (1996) later clarified this rela-
tionship by explaining that individuals react similarly to external stimuli as well as
shared perceptions and interpretations of external stimuli reduces sources of disagree-
ment between individuals at the work place. Since people with shared values interpret
the external environment similarly, it is possible to coordinate actions more efficiently,
and predictability in interpersonal relationships decreases conflicts and role ambiguity
(Fisher & Gitelson, 1983). Fitzpatrick (2007) argues that values misalignment creates
concrete conflicts and interpersonal conflicts mirrored as misunderstandings due to in-
terpretation of actions and the external environment and communication. If there are in-
dividuals not agreeing with organizational values, “silent sabotage” might occur (Chip-
pendale, 1995).
List of references
6
Values are, as mentioned before, believed to be one of the forces influencing behavior
(Rokeach, 1973), as individuals act in accordance with their values and beliefs (Wil-
liams, 1979). Actions that are inconsistent with the socially accepted values result in
feelings of guilt, shame or possibly depression (Kluckhohn, 1951). We interpret this as
these negative feelings associated with not following the socially acceptable values
within the organization, increases the chance that the members will act accordingly.
This puts pressure on the organization to choose values that fit with the organizational
vision and strategy, otherwise the members with shared organizational values will act in
ways that have negative influence on the success of the organization.
It is however important to distinguish between values-in-use and espoused values. Mi-
salignment between an individual’s values-in-use and espoused values makes it possible
to predict what a person will say, but actual behavior is difficult to estimate. If there is a
misalignment, individuals tend to talk according to the espoused values, meaning the
socially acceptable values, but actions derive from values-in-use (Meglino & Ravlin,
1998).
Few researches have been able to surely conclude the relations between co-worker value
congruence and work outcomes (performance, efficiency, quality and so on). We find
that research strongly indicates that shared values diminishes conflicts in the workplace,
and makes it easier to establish work processes approved by all employees.
2.2.2 Individual and organizational values alignment
Posner et al. (1985) has found a relation between values alignment and self-confidence
among managers, due to the manager’s ability to understand both personal and organi-
zational values. They argue that confidence is connected to job satisfaction and com-
mitment, and they also draw a parallel between shared values and the strategic benefits
of having a shared vision within the organization.
Research has concluded that value congruence has positive effects on satisfaction,
commitment and involvement (Cable & Judge, 1996; Harris & Mossholder, 1996; Lee &
Mowday, 1987). Posner et al. (1985) concludes that managers, who’s values are aligned
with the organizational values, are significantly more committed to their employer than
managers with less aligned values. These managers are also more willing to work long
hours. The same research also found that shared values are related to job and personal
stress, where non-compatible values have a negative effect. Adkins et al. (1996) found a
significant positive correlation between value congruence and job satisfaction and qual-
ity of outcomes. The same research also found that employees with compatible values
are more likely to be punctual and are seldom absent. They also conclude that in work-
settings where communication is essential, values alignment has positive outcomes on
performance.
Posner et al. (1985) concludes that values alignment between employees and the organi-
zation also results in a higher degree of ethical behavior. We see a connection between
values alignment, job satisfaction, commitment, personal stress and ethical behavior. If
the employees’ interests are aligned with the organization and he or she is committed to
the organization’s progress and success, it will then be considered worthwhile to choose
the most accurate decisions even if they require more energy.
Furthermore, Posner et al. (1985) found that alignment between employee values and
the organizational values made managers more devoted and committed to reach goals
List of references
7
and objectives of the organization. Research also shows that clearly communicated val-
ues function as a guideline for decision-making for managers (Dolan & Garcia, 2002).
Locke (1991) also argues that an individual’s values are ranked in hierarchical order.
Clearly communicated organizational values thus help the manager to prioritize and
make decisions, and values alignment between the manager’s values and the values of
the organization increases the possibility that the manager makes decisions aligned with
the organization’s strategy.
The researchers referred to in the paragraph above have focused on managers in manu-
facturing firms. To us, the outcome of the results seem applicable to all industries which
requires employees to make decisions, for examples in consultancy firms where team-
work is common. A team is, by definition, a set of “…individuals who are interdepen-
dent in their tasks, who share responsibility for outcomes…” (Gibson & Zellmer-Bruhn,
2001, p. 275). This can be interpreted as the fact that teamwork requires a high level of
freedom and Self-management, to be able to be successful. We, the authors, interpret
this connection as a justification of including this theory. As we have seen from the lite-
rature review so far, the outcomes of values alignment probably affects teamwork in a
positive way; guidelines for decision making, easier communication and reduced intra-
personal conflicts are some examples of outcomes of values alignment, and seem like
obvious attributes create proper work-relations between members in a team.
2.3 Team and teamwork
The meaning of the term “teamwork” varies across national cultures, however, most de-
finitions includes what teams does, the roles of the team-members and why the team ex-
ists (Gibson & Zellmer-Bruhn, 2001). This study uses the following definition of team:
“A team is a collection of individuals who are interdependent in their
tasks, who share responsibility for outcomes, who see themselves and who
are seen by others as an intact social entity embedded in one or more
larger social systems (for example, business unit or the corporation)…”
- Gibson and Zellmer-Bruhn (2001, p. 275)
According to the definition above, the relationship between individuals, between the
group and external parties must be managed. The team-members depend on each other
and on each other’s competencies. The success of the team relies on the member’s abili-
ty to communicate and their degree of commitment to reaching the goals as well as
commitment to the work processes.
Manklin, Cohen and Bikson (1996) argues that project teams have the attributes of
time-limitations, usually being non-repetitive and the project teams are normally know-
ledge-intense, and requires judgment and expertise. Communication and involvement
are two attributes which can be combined in different ways, depending on what type of
teamwork is required to solve the problem or finish a task, according to Gibson, Moore
and Lueder (1980). Figure 1 presents the attributes of successful teamwork as a conti-
nuum. Complex task-solving in teams requires a high level of involvement and commu-
nication, and the team thus needs to fulfill most of the working relationship suggestions
on the diagonal axis below. This model highlights the importance of involvement and
communication in non-routine and complex tasks, as those one might encounter in con-
sultancy firms.
List of references
8
Factors which positively affects teamwork are layout and structure of meetings, job de-
scriptions, common criteria of job- and employee evaluation, trust, loyalty, respect for
professional differences, recognition of well-conducted work or tasks, similar priorities,
shared breaks, constructive criticism and cooperation (Gibson et al., 1980).
(Source: Gibson et al. (1980, p. 8))
Tarricone and Luca (2002) have made an extensive literature review on attributes of
successful teamwork. They divide the attributes into six main areas; (1) Commitment to
team and shared goals, (2) Interdependencies, (3) Interpersonal skills, (4) Open commu-
nication and feedback, (5) Commitment to team processes, leadership and accountabili-
ty and (6) Team size. We have chosen to remove parts of the original table because it
included aspects of little interest to the purpose of this study, for example team size. The
reason why we did not find this interesting for this research is that it is not connected to
values held by individuals in the team, nor connected to attributes under the control of
team-members. Some summarizing points under each heading have also been removed,
due to the same reason.
Commitment to team and shared goals is a soft attribute, which mostly focuses on
shared goals and a collective understanding of the purpose of the team (Francis &
Young, 1979) and giving recognition to each other (Scarnati, 2001). Furthermore, Crit-
chley and Casey (1986) has found that it is important for all members to have strong
commitment to success. Finally, the attribute of Commitment to team success and
shared goals includes having an informal, friendly and non-judgmental working atmos-
phere (Harris & Harris, 1996).
Interdependencies on the other hand are more hands-on and describes how all members
depend on each other by having different competencies, and together they possess the
necessary skills (Francis & Young, 1979). Furthermore, no team member should work
fully independently or self-directed, but rather work together (Johnson, Heimann &
O’Neill, 2000; Smith, 1996), that they should help each other and that no member
should be fully self-directed. Lastly, Interdependencies also includes that a team can de-
Figure 1 - Dimensions of communication and involvement for teamwork
List of references
9
liver more than individuals can do alone (Scarnati, 2001), and the team must be empo-
wered to be able to carry out the task at hand (Francis & Young, 1979).
Interpersonal skills continues by giving examples on how the relation between members
should look. The members must care for (Critchley & Casey, 1986) and respect each
other (Kets De Vries, 1999). Furthermore, the members should trust and support each
other, as well as having similar expectations on the outcome and work process (Harris
& Harris, 1996).
Open communication and feedback further explains how the team members should
communicate. The important aspect here is not to be defensive, but to listen when
people speak their mind as well as giving and receiving feedback (Harris & Harris,
1996). Furthermore, an open dialogue between the members must exist (Bradley & Fre-
deric, 1997), and everybody must feel comfortable to talk about feelings (Critchley &
Casey, 1986). Critchley and Casey (1986) further explains that conflicts must be faced
early on and be worked through and solved, and Harris and Harris (1996) adds that
team-spirit is essential.
The last key attribute, commitment to team processes and accountability are highlight-
ing the importance of goal-directed management, and that the division of labor should
be fair (Harris & Harris, 1996). All members must also take responsibility for their own
as well as team tasks gets done, thus all members must be accountable (Smith, 1996).
Furthermore, Critchley and Casey (1986), Harris and Harris (1996) as well as Wageman
(1997) expresses the importance of joint decision making and problem solving, thus ac-
tive participation and involvement.
For the analysis of this report, we will use the five key attributes as a benchmarking tool
for successful teamwork, and the collected data will be analyzed and compared to these.
Furthermore, we will compare the findings of values alignment with these five attributes
of teamwork. The five attributes and some keywords of what they mean is presented in
Table 1 below.
Key attributes What they include
Commitment to team and shared goals Shared goals and purpose
Recognition
Commitment to success
Interdependencies Individual skills
Work as a group
A team delivers more than individuals
Interpersonal skills Trust and respect
Support
Similar expectations
Open communication and feedback Open, non-defensive communication
Speak and listen
Solve conflicts
Commitment to team processes and accountability Goal-directed management
Responsibility and accountability
Joint decision-making and problem-solving
Table 1 - Summary of attributes of successful teamwork
(Source: Developed from Tarricone & Luca (2002, p. 643))
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10
2.4 How to measure and assess values
According to Cattell (1944) there are two basic methods of measuring values; normative
methods and ipsative methods. The normative methods measure the individual value,
while ipsative methods focus on assessing the outcome, performance or behavior which
comes from the value. The normative model requires respondents to rate the extent they
support each action or statement presented on a list, each mirroring a set of values
(Meglino & Ravlin, 1998). According to them, the ipsative model asks respondents to
rank the values presented on a list, and forces the respondent to prioritize.
Barrett (2008) has developed a method which includes parts of both the ipsative and
normative methods. By asking the respondents to select values from a template, the res-
pondents are forced to identify which ten values are more important than the rest, thus
ranked higher. The result of the survey is presented in a list where the values are rated
after how often they have been picked. This method is called the Cultural Values As-
sessment (CVA), and it is based on the Seven Level Consciousness model, also devel-
oped by Barrett (2008). These methods will be used for the data collection and data
analysis in this research.
2.4.1 Seven Level Consciousness
Barrett (2008) has developed a model called the Seven Levels of Consciousness, where
each level represents existential needs for humans; both individuals and groups. Indi-
viduals grow in consciousness by learning to master the satisfaction of the needs in each
level, see Figure 2 below. When an individual has reached the top stage and learnt how
to manage all the seven needs without harming others. He or she acts from a so-called
“full-spectrum consciousness” and they have an ability to manage complex situations
and challenging problems. This model is applicable to both individuals and organiza-
tions, as organizations consists of a group of individuals.
According to Barrett (2008) an organization that wants to be able to create a competitive
advantage by using organizational culture and values alignment, must master the seven
levels. The first three levels include establishing financial stability, employee safety and
customer satisfaction. Level four, which can be seen as a turning point, includes innova-
tion, employee empowerment and continuous learning. The last three levels concern the
development of a cohesive organizational culture based on a shared vision and shared
values. This enables the organization to give employees freedom to make decisions,
knowing that they probably will be aligned with the corporate strategy. The top levels
also includes creating alliances, providing mentoring and coaching for managers and
employees and having a high focus on social responsibility (Barrett, 2008). See Figure 2
for an integration of the Seven Level Consciousness model and the CVA (Barrett,
2008), which will be presented in more detail in the next section. It is a tool on how to
gather data and how to classify and analyze it, and it will be used as a foundation for the
research in this study.
List of references
11
Figure 2 - Seven Level of Organizational Consciousness
(Source: Developed from Barrett (2008, p. 26))
2.4.2 Cultural Values Assessment
The tool CVA provides a “roadmap” of the evolution of values and value profiles.
A value profile is the common, average shape of values for a group of individuals’
sharing the same purpose (Barrett, 2008). It is used to assess (1) the values of indi-
viduals in a group, (2) the values, which make the base for the current culture in the
group, and (3) the desired cultural values (Barrett, 2008). The CVA allocates val-
ues and behaviors into the Seven Levels of Consciousness model.
Each level has a so called motivation, from survival on level one to service on level
seven. All applicable values from the organization under investigation is allocated
to the motivations. For example, survival is associated with values such as financial
stability, profit and employee health for an organization, while service is connected
to values such as social responsibility, compassion and focus on future generations.
All values are furthermore divided into positive and limiting sub-groups, as can be
seen in Table 2.
Level Motivation Positive Values (P) Limiting Values (L)
7 Service Social responsibility, future genera-
tions, compassion
--
6 Making a
Difference
Mentoring, volunteer work, environ-
mental awareness
--
5 Internal
Cohesion
Trust, commitment, honesty, integrity,
enthusiasm
--
4 Transformation Adaptability, continuous learning, ac-
countability
--
3 Self-esteem Productivity, efficiency, professional
growth
Bureaucracy, arrogance, image, in-
formation hoarding
2 Relationship Open communication, customer satis-
faction, conflict resolution
Blame, internal competition, rivalry,
manipulation
1 Survival Financial stability, profit, employee
health
Control, chaos, caution, job security
Table 2 - Positive and limiting values
(Source: Developed from Barrett (2008, p. 22))
List of references
12
These values can be further allocated into a matrix, consisting of positive and limit-
ing values on the diagonal, and Individual (I), Relationship (R), Organization (O)
and Societal (S) on the horizontal level. The advantage of being able to do this
classification is that you can easily see which type of values is most common with-
in the organization under assessment. To become a healthy organization, the divi-
sion of values need to be balanced (Barrett, 2006).
Yet another way of classifying the values from the value profiles, is to divide them into
what Barrett (2008) calls “Business Needs Scorecard (BNS), see Table 3. This matrix
looks similar to the one above, but it is more sophisticated with seven sub-groups on the
horizontal axis; Finance, Fitness, Client relations, Evolution, Culture, Societal and Not
allocated values. Opposite to the previous matrix, this one focuses purely on how the
actual organization is affected by the values, not on the individuals constituting the or-
ganization. Also this classification is done to evaluate how “healthy” the current value
profiles at an organization is.
Finance Fitness Client
relations
Evolu-
tion
Culture Societal Not
allocated
P
o
s
i
t
i
v
e
Financial
stability,
profit
Accountabil-
ity, Efficien-
cy, Produc-
tivity
Customer sa-
tisfaction
Adaptability,
continuous
learning
Enthusiasm,
open com-
munication,
conflict reso-
lution, trust,
mentoring
Volunteer
work, envi-
ronmental
awareness,
social re-
sponsibility,
future gener-
ations
Commit-
ment, com-
passion, ho-
nesty, integr-
ity, profes-
sional
growth, em-
ployee health
L
i
m
i
t
i
n
g
Bureaucracy,
chaos, in-
formation
hoarding, in-
ternal com-
petition, ri-
valry, job se-
curity
Image Caution Control,
blame, ma-
nipulation
Arrogance
Table 3 - Business Needs Scorecard
(Source: Developed from Barrett (2008, p. 25))
2.5 Building Your Company’s Vision
Collins and Porras (1996) has developed a model which pictures the vision as a Yin and
Yang, where the former represents the companies so-called core ideology, and the latter
the envisioned future. The Yin side is defining the organizational stand point, its reason
for existence. The Yang side describes the aspiration of the organization, where it wants
to be in the future. See Figure 3 below, for an illustrative explanation.
The core ideology consists of two parts; core values and core purpose. Core values are
the very base of internal beliefs. They express guidelines for how the organization will
work and develop what their inner beliefs are. The core purpose, or the organizational
mission describes why the organization does what it does.
The envisioned future is also split in two section; the BHAG (Big Hairy Audacious
Goal) or vision, and a so called Vivid Description. The BHAG should have long-term
characteristics and are supposed to be difficult to reach. The purpose of the Vivid De-
List of references
13
scription, which can also be called strategy, is to describe how to reach the BHAG (Col-
lins & Porras, 1996).
When talking about these two sides, we must remember that the core purpose is some-
thing unreachable; the organization will always chase this, but cannot reach it. The
BHAG will be reached in the future, but the Core purpose together with the core values
will be an aid and provide guidelines of how the reach the BHAG (Collins & Porras,
1996).)
(Source: Developed from Collins & Porras (1996, p. 67))
Figure 3 - Building Your Company's Vision
List of references
14
3 Research method
In this section the fundamental areas of our research method will be covered. The fol-
lowing headings will provide a more in-depth, argumentative, reasoning of the chosen
approach. The section will end with short discussions on validity issues and ethical di-
lemmas associated with the study.
3.1 Inductive and deductive research
According to Merriam (2002), most qualitative research (such as case studies) uses an
inductive research approach, which means that data is collected and analyzed in order to
create and develop theories. Burney (2008) describes this further with Figure 4.
Figure 4 - Inductive research approach
(Source: Developed from Burney (2008, p. 5))
Burney (2008) explains inductive research as being subjective, open-ended and process-
oriented. Deductive research, on the other hand, is explained as having higher focus on
objectivity, laws and formal logic. He further claims that deductive research more often
is based on statistical interference and numerical estimation and has a high outcome-
orientation. Johns and Lee-Ross (1998) states that an inductive approach to analysis sets
out to make theory from qualitative data. Further, they claim that most qualitative data
are inductive.
This study has used an inductive research approach. We hoped to find a pattern between
values alignment and teamwork, and after conducting further research be able to streng-
then this, or find that there is no connection. This process is applicable to the chain of
research pictured in Figure 4 above.
3.2 Qualitative and quantitative research
“Qualitative methods involves collecting data that is mainly in the form of
words, and quantitative methods involves data which is either in the form of, or
can be expressed as, numbers.”
- Easterby-Smith, Thorpe and
Jackson (2008, pp. 82-83)
Hammersley (1990, as cited in Johns & Lee-Ross, 1998, p. 121) argues that qualitative
data collection methods often include unstructured interviews, observations and verbal
descriptions. He also discusses the possibilities to achieve deep and rich information in
relation to the relatively high costs and time consumption. Johns and Lee-Ross (1998)
however argues that the information is deep, but the low sample sizes results in low ge-
neralizability of the collected data and thus low contribution the common good.
Easterby-Smith, Thorpe and Jackson (2008) associates quantitative data with statistical
information. Quantitative data should, according to Johns and Lee-Ross (1998), never
Observation PatternPreliminary purpose/
hypothesisTheory
List of references
15
be accepted as the full truth, since the results depend on many variables; who or which
organization conducted the research, who sponsored it, who interpreted the conclusions,
how were the questions posed as well as reliability of the chosen methods of measuring
the results. They also state that qualitative methods provides useful, easy accessed and
low cost data.
What we can see is that both methods are connected to problems such as reliability, ge-
neralizability and validity. There are methods of reducing these problems, such as pilot
studies (Johns & Lee-Ross, 1998), triangulation which refers to a technique which uses
parallel methods in a counteractive way (Davidsson, 1997) and strategies on how to use
the approaches to collect data (Saunders, Lewis & Thornhill, 2007).
Due to the simplicity of collecting much information at low costs and low time con-
sumption, we chose to conduct a quantitative survey. To increase external validity of the
results we used triangulation to cross-examine the results, and made a pilot study to re-
duce reliability problems.
We analyzed the data in a qualitative way, by using keyword analysis, which Johns and
Lee-Ross (1998) refers to as identifying and finding the frequency of these words.
3.3 Process
In order for us to find a relevant, real-life example of how people behave according to
socially acceptable values and how they perceive teamwork, we decided to conduct a
case study. We started off by looking at the possibilities of using companies from dif-
ferent industries, we looked at the telecom industry, banking sector, and the consultancy
industry. However, it made the most sense to look at consultancy firms since they are
working externally to a large extent.
The original plan consisted of four parts;
1. Pre-survey interview
2. Survey
3. Follow-up interviews
4. Interview with a former employee
The first part helped increase the reliability of the survey, the follow-up interviews dee-
pened the information from the survey. The last part allowed us to get an objective
perspective on the values and the practices at the company.
However, we faced some communication misunderstandings with the company we had
chosen, which resulted in major delays in our survey hand-out. This forced us to re-
consider our time plan, but it did not affect our original data collection plan.
3.4 Case study
“a strategy for doing research which involves an empirical investigation of a
particular contemporary phenomenon within its real life context using mul-
tiple sources of evidence”
- Robson (2002, p. 178)
List of references
16
Johns and Lee-Ross (1998) develops this definition further by adding that the aim of a
case study is to investigate a situation from as many angles as possible. The case study
method should be flexible in order to account for unexpected problems. For our study,
the case study approach was appropriate since we wished to conduct a deep and multi-
faceted view of the connections between values alignment and teamwork at the depart-
ment of Management at a consultancy firm in Sweden. We regard the result as a pre-
study to see if there is an interesting area for further and more general research.
We used a non-probability sampling technique and limited us to focusing on the de-
partment of Management at Fixit. The company chose for us, and their decision was
based on convenience and which department showed an interest in the study. The Ency-
clopaedia Britannica (2009) states that this sampling technique is helpful under time
constraints or when costs need to be considered.
The limitation to the department of Management instead of the entire firm was carried
out because the company did not wish to force people to participate, but wished to only
hand it out to the most interested department. This might create issues with validity,
since we believe that the department that showed interest is the one who has most ac-
tively managed their values. Thus, they are more likely to have high values alignment
than the less interested departments. Because of this, our findings might be more posi-
tive than what they would have been if we had sampled the entire company. On the oth-
er hand, we received a high response rate, and had the opportunity to sample the entire
department. This makes the results from this particular department valid and reliable,
since it truly depicts the situation at this department. According to Saunders et al.
(2007), it is of great importance to make sure that the data collection depicts the real sit-
uation at hand. Hence, it is essential to triangulate, and use multiple research tools (Da-
vidsson, 1997). Our triangulation consisted of pre-survey interview, a survey, as well as
follow-up interviews with current and former employees.
It is the transferability and the generalizability to other departments and companies that
might be questionable with our choice of only focusing on one department. The transfe-
rability problem is however limited, since we know that the entire company is involved
in value management. According to Johns and Lee-Ross (1998), transferability is when
findings are relevant for similar departments within the organization, or to external situ-
ations where size, industry and other factors are closely comparable to the case.
Some researchers think that qualitative case studies are an insufficient method of inves-
tigation (Thomas, 2004). The debate concerns the trade-offs between that case studies
can generate thorough data and thus highly valid results and conclusions, and that they
causes problems of generalizability (Thomas, 2004). Yin (2003) however, argues that
generalization of case studies are possible from an analytical and theoretical perspec-
tive, but not from a statistical perspective. Thomas (2004) explains this further by say-
ing that this means that the general theories from the case study is genaralizable to other
situations, while the empirical conclusions are not. He also describes how some re-
searchers argue that a case study can be used for developing theories, or generate hypo-
theses which can be used or tested by future research.
We believe that the theories and general pattern found in our case study helped identify-
ing and explaining the connections between values alignment and teamwork at the de-
partment of Management. Our developed theoretical concepts are hopefully generaliza-
ble, like Yin (2003) argues that case studies are. Our aim for this study is for it to be-
List of references
17
come a foundation for further research on the consultancy industry, which means that
the statistical conclusion does not have to be generalized for the study to make the con-
tribution we are hoping for.
3.4.1 The case subject
We looked at the connections between values alignment and teamwork at the depart-
ment of Management at a Swedish consultancy firm, Fixit. This particular company was
chosen because of their clearly defined core values. Another reason was the access to
internal information, due to personal contacts. Finally, the company showed an interest
in our research topic.
Fixit is a Swedish IT and Management consultancy firm, whose strategy is to help im-
plement lasting change, sometimes against all odds (Fixit AB, 2009). Fixit is a pseu-
donym and does not exist in Sweden. This in order to protect the case company from
exposing internal information.
The consultants at the department of Management mainly work closely with their
clients’ top-management, and are fully responsible for implementing and following
through with change strategies, as well as various improvements. Many of the consul-
tants at the department of Management are very experienced within their field, and
come from all different kinds of backgrounds; some have been employed at large, non-
Swedish, Management-consultancy firms for years, while others have invaluable expe-
riences from the business world (Fixit AB, 2009).
3.5 Data collection
This research was conducted in several parts; one pre-survey interview (2009-10-20),
one additional pre-survey interview (2009-11-26), a survey, and an interview with
Rolfsson, a former employee at Fixit (2009-12-01). Finally, we made three follow-up
interviews with current employees (2009-12-07; 2009-12-08; 2009-12-09). This data
collection method was chosen in order to collect a mix of quantitative and qualitative
data, and to be able to cross-examine the results and view points from different partici-
pants. All participants in this research are anonymous, their names are pseudonyms.
More detailed information about the interviews are presented in Table 4, including for
example length of interviews and dates.
3.6 Interviews
We carried out six interviews, whereas two of them constituted a group interview. We
started by conducting a pre-survey interview with two members of top-management
(2009-10-20), which was followed by a second interview (2009-11-26), in order to dee-
pen the information collected from the first interview. After having collected and com-
piled the data from the survey, we conducted follow-up interviews with consultants
(2009-12-07; 2009-12-08; 2009-12-09). To receive information from other perspectives
an interview was also carried out with a former employee (2009-12-01).
We conducted the interviews and survey in Swedish, to avoid misinterpretation of the
questions and alternatives on behalf of the respondents. This however resulted in a risk
of mistranslation, but we asked for peer-reviews on our translations from Swedish to
English to avoid this. We also asked one of our friends, Henrik Lesaque, a native Eng-
List of references
18
lish and Swedish speaker, to review the ten values which constituted the value profiles
of individuals and top-management at Fixit.
The interview table is organized according to the order of which the interviews are pre-
sented in the text below the table.
Interview
number Name Position
Interview
type
Interview
language
Interview
length Date
1
Folke Fol-
kesson Top-management
Face-to-face
interview Swedish 120 minutes
2009-10-
20
Axel Axels-
son
Senior Manage-
ment consultant
Face-to-face
interview Swedish 120 minutes
2009-10-
20
2 Axel Axels-
son
Senior manage-
ment consultant
Face-to-face
interview Swedish 60 minutes
2009-11-
26
3 Rolf
Rolfsson
Former employee
at Fixit
Telephone in-
terview Swedish 30 minutes
2009-12-
01
4 Eskil
Eskilsson Trainee
Telephone in-
terview Swedish 15 minutes
2009-12-
07
5 Erika Eriks-
son Consultant
Telephone in-
terview Swedish 20 minutes
2009-12-
08
6 Sven Svens-
son Consultant
Telephone in-
terview Swedish 20 minutes
2009-12-
09
Table 4 - Table of interviews
3.6.1 Structure
According to Thomas (2004) and Easterby-Smith et al. (2008) interviews can be struc-
tured, semi-structured or unstructured. The structured interview has a low risk of inter-
viewer biasness, but a high risk of a weak validity, since important information may be
left out from the conversation. Semi-structured interviews have a higher risk of bias-
ness, but also allows a deeper and more all-covering conversation to rise. Thomas
(2004) describe that unstructured interviews are preferable when the interviewer wants
to be educated through conversations.
The first interview we conducted was unstructured, because we wanted top-
management to enlighten us about the general situation at Fixit. We were aware of the
risk of biasness due to the fact that the respondents were free to choose which areas to
highlight and elaborate on, which is a result of the non-probability sampling technique
(Thomas, 2004). We however felt confident that the use of several interviews and a sur-
vey would outweigh this dilemma.
All the following interviews semi-structured, since we at this point, to a greater extent,
knew what information we were looking for. The interview questions for the second in-
terview with Axelsson, the interview with Rolfsson and the three follow-up interviews
with employees can be found Appendices 4 and 5, in both Swedish and in English.
List of references
19
3.6.2 The questions
Our two first interviews with top-management, were conducted to collect information
about the core values and the general atmosphere at the company, in order to customize
the survey templates to the organizational culture. We wanted to increase the possibility
to include all relevant values in the survey to be able to capture a truthful image of the
values-in-use at Fixit, as well as to give us further information about the core values. As
one can see in Appendix 4 , we tried to make Axelsson describe how the organization
defines the core values with concrete examples of how the organization deals with them.
We also asked about the organizational structure, wage system and work processes, to
be able to see if the company creates incentives for the employees to act according to
the values. Furthermore, we asked about which key attributes he finds important for ef-
ficient teamwork, as well as how he perceived the current teamwork at the company.
The following interviews with a former employee and three current employees, were
aiming at collecting data for two purposes. Firstly, to see if they experienced the core
values in the same way as Axelsson explained them; do they interpret and define them
similarly. They were also asked to make concrete examples from day-to-day operations.
Secondly, we wanted to collect information about which behavior they think the struc-
ture, pay system and informal work processes encourages them to behave. Thus we re-
ceived information about how the company creates values-in-use. Further, we asked the
same questions about teamwork, as we asked Axelsson.
3.6.3 Sampling
The interviews with top-management and with the former employees were chosen from
a non-probability sampling technique. According to Saunders et al. (2007), non-
probability sampling can be selected by, for example, purposive reasons and the judg-
ment of the researcher, from self-selection by the participants or by convenience. Our
interviews with top-management were selected sampled by purposive and self-selection
reasons; firstly, we needed to interview top-management members to fulfill the purpose
of the interview, which was to get deeper information about the core values, and to
which degree the organization created incentives to follow them. Secondly, Axelsson
was chosen after discussions with the company. Rolfsson was selected due to conveni-
ence, since one of us, had personal contact with him.
The three interviews with current employees were selected by the company, from a stra-
tified random sample technique. According to Saunders et al. (2007), this means that the
sampling frame is divided into relevant subsets, and that the selection is done randomly
from each subset. This is to secure the degree of representation of the total sample. We
wanted to make sure that both trainees and consultants were represented. Thus, one trai-
nee was randomly selected, as well as two consultants.
3.7 Survey
The respondents of the survey were given seven days to respond, and we received 76
percent responses.
3.7.1 Choice of model
As mentioned in the theory (2.4), there are two basic methods of how to measure and
collect data about values.
List of references
20
Advocates of the normative method argue that, since they allow for individual value
profiles to be higher or lower on any or all values (Cronbach & Gleser, 1953), it enables
the respondent to be unconscious about their values. All individuals do not know exact-
ly which value out of three is the most important to them, but wishes to rate all three
high. This method also allows the researcher to capture absolute differences between
values, which is impossible when values are ranked (Osgood & Suci, 1952). Hicks
(1970) highlights the importance of being able to make sophisticated statistical analysis,
which is possible when the values are independent. The results from normative meas-
ures are also comparable in a greater extent than ipsative measures, and easier to admi-
nister (Munson & McIntyre, 1979). We believe that the argument posted by Cronbach
and Gleser (1953) is logical and reasonable; we would ourselves find it difficult to rank
values.
Users of the ipsative technique argue that this method conceptualizes the nature of val-
ues, since values are not believed to be totally conscious (Locke, 1976). Thus accurate
value measurement should be determined from a choice situation (Kluckhohn, 1951;
Locke, 1991; Fallding, 1965). From this, ipsative methods are believed to represent an
individual’s true values rather than his or her perception of socially acceptable values.
Thus ipsative research methods are less biased of socially desirable values than norma-
tive researches (Meglino & Ravlin, 1998). For the purpose of this study, ranking seems
to be the most appropriate method, since we wish to compare values-in-use and es-
poused values. We need to differentiate the individual’s true values from the socially
acceptable ones. However, we still agree with the difficulties of collecting this data, due
to a low level of consciousness about values-in-use.
We chose to use Barrett’s (2008) model CVA to collect information about the organiza-
tional, consultants’ and top-management’s values-in-use and espoused values. The CVA
was chosen because it allows the data both to be ranked and rated. It takes the respon-
dents unconsciousness about personal values into consideration by asking the respon-
dents to identify ten important values, not to rate them. However, the method enables
rating, since the values which are chosen more frequently than others becomes higher
rated compared to others. Thus, it gives the benefits from both ipsative and normative
methods.
Furthermore, Meglino and Ravlin (1998) explains that the choice between ipsative and
normative methods are also connected to the purpose of the research. If the aim is to
measure the distance and outcome of value profiles, normative methods are preferable,
while ipsative methods enables the researcher to analyze the shape of value profiles.
Barrett’s (2008) model is congruent with the purpose of this study, since the collected
data can be organized to create value profiles of individuals and the organization. These
profiles enables us to investigate the differences in the shape of the value profiles, and
can be used to estimate the gap between them.
The survey method has been tested and used in research before, and is today used by
more than 1000 licensed consultancy firms around the world (Barrett, 2008). The me-
thod is thus accepted by professionals, which we believe increased the credibility of our
findings.
List of references
21
3.7.2 Criticism of the model
One negative aspect of the model is that it does not take into account that people in gen-
eral might have different levels of self-awareness; it neglects the fact that people might
often perceive their own efforts at work as above average at the office. Having a survey
with just three questions, where one of them asks the respondent to evaluate themselves
makes the level of self-awareness biasness high in the total result. We find that Barrett’s
model lacks data which could identify, measure and decrease the level of biasness due
to this. We believe it would have been better if the method had contained a fourth sec-
tion, which investigated and collected data that could be used to cross-examine the re-
sults from the current three questions.
We solved this problem by conducting several interviews, aiming at deepening the un-
derstanding of the survey, and identify biasness in it. Further, we believe that Barrett’s
model lacks possibilities for respondents to identify other values than the ones in the
template; someone might feel that one value which represents them are not present in
the list of values. In our survey, the respondent had the option to write a value of their
own at the bottom of each page.
Another aspect which we find negative with the CVA is that the values in all templates
are presented in the same order. We believe that this makes it very easy for the respon-
dent to select the same values at all the three questions, out of simplicity. Due to this,
we chose to randomize the value templates at each question. Further, we adapted the
survey to fit Swedish standards, and by customizing it to the company.
3.7.3 Structure
Our survey consists of four questions, instead of three as in Barrett’s (2008) model,
since we also included a question about teamwork. Table 5 shows the questions, and the
layout of the survey can be found in Appendix 2 and 3, in Swedish and English.
Number Survey questions for our study
1 Which ones of the following values/behaviors best represents WHO YOU ARE, not who you want to
be? Chose ten alternatives.
2 Which ones of the following values/behaviors best represents HOW YOU THINK Fixit operates today?
Chose ten alternatives.
3 Which ones of the following values/behaviors best represent HOW YOU WOULD LIKE Fixit to oper-
ate? Chose ten alternatives.
4 Which key attributes below DO YOU CONSIDER important for achieving successful teamwork? Chose
six alternatives.
Table 5 - Survey questions
The respondents were asked to circle ten values in the first three questions, and six
attributes of teamwork in the fourth question, from a customized template. It was
handed out to two groups of people, top-management and consultants. This made it
possible to distinguish organizational espoused values, organizational values-in-use and
individual’s values from each other.
The number ten was chosen because Barrett (2008) has conducted extensive research
and found that ten is a preferable number. In addition to this, we wanted the respondents
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22
to identify several other values than Fixit’s five core values. The six identified key-
words of successful teamwork were compared to a list of previously acknowledged suc-
cessful attributes of teamwork (see section 2.3). We asked them to identify six
attributes, since research has identified five. The sixth identified attribute helped us de-
termine which area of attributes are considered most important.
The last question, concerning teamwork, has not been asked or evaluated in previous re-
search. Similar questions have been used, but the purpose and survey techniques have
been different to ours. It has thus made these questions non-applicable to our study. In-
stead, we focused on developing a question, which fits the rest of the survey in order to
make the answers comparable. To increase the validity of the survey, we made a tho-
rough pilot study, which is discussed in more detail below.
3.7.4 Pilot study
Johns and Lee-Ross (1998) claims that a pilot study should take place before the main
survey is sent out, in order to identify and eliminate problems which might influence the
validity of the results. They further claims that problems which the pilot study helps
eliminating are; determining the relevance of the questions, assessing if the questions
are understandable, the logic of the order, and to estimate the time consumption to fill in
the survey.
The pilot study was sent to family and friends during working hours, in order to get in-
formation of the time consumption. Our friends were selected on the basis of two
things; they have recently been students, and they are working today. This allowed us to
receive valuable feedback from former students who might have conducted surveys
themselves. The pilot study was also sent to Axelsson at Fixit and Börje Boers, our tu-
tor.
The pilot study identified some of things which needed to be updated. We added infor-
mation on the cover sheet regarding anonymity, how to get access to the final report and
made some editorial changes regarding the layout. We also received information which
made it possible to estimate the time consumption. Moreover, we deleted a couple of al-
ternative values and attributes, since feedback revealed that some alternatives were very
similar.
3.7.5 Sampling
We chose to distribute the survey to the entire population within our sampled depart-
ment. This was done in order to maximize validity and reliability of the results of the
case study and to be able to capture all aspects of the situation under investigation. This
population consists of 17 members of top-management and 75 consultants. We decided
to also include department executives in the top-management category.
A careful discussion about sample sizes has been going on among researchers; Thomas
(2004) claims that around 200 cases or respondents are sufficient for a survey, while
Hoinville (1978, p. 61) argues that 50-100 is acceptable. Bailey (1994, p. 97) accepts a
sample size of 30 to secure statistical validity, while de Vaus (1990, p. 73) says that
2000-2500 cases is required to generalize the results. Thomas (2004, p. 109) says “As
few as you must, as many as you can” as a rule of thumb.
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23
We received 70 responses out of 92 asked. In comparison to what different researchers
has discussed above, this is a fairly low number. Our respondents however constitute a
large proportion of the entire population (76 percent), which as mentioned earlier cap-
tures the situation about values alignment and teamwork, which this case study aims at
investigating.
3.8 Validity and reliability of data collection methods
3.8.1 Interviews
Unstructured interviews result in biasness, due to the fact that the respondent will be
free to highlight factors which he or she finds important. However, this information
might not necessarily be the information needed, or be a truthful image of the company.
Regardless, this interview was just the first step in collecting general data to be able to
customize the template, so biasness was not really a concern for us in this case. Fur-
thermore, since we mostly wanted information about the core values, we were not wor-
ried that Axelsson’s position would result in biasness of the results. If we instead had
asked about his personal values, his position would have been a risk of biasness. By re-
ceiving knowledge and understanding about the core values and which incentives the
company gives its employees, we could standardize the survey questions to fit Fixit.
This increases the internal validity, which refers to the trustworthiness of the collected
data (Thomas, 2004), and the credibility, which means that the results will be acceptable
to others (Johns & Lee-Ross, 1998). These were increased since we had improved the
chances of posing the right questions in the following interviews, as well as creating a
customized survey instead of a standardized.
Semi-structured interviews, opposite to unstructured, allows the interviewer to choose
direction and depth of the interview. Thus, the internal validity increases, since the res-
pondent will be required to explain things further. Our choice of following up the un-
structured interview with top-management with a second, semi-structured interview, in-
creases the validity.
Furthermore, our method of collecting data from several angles of the company enables
us to cross-examine all responses to get a deeper and more multifaceted view of the
company. This triangulation increases the chance of valid and accurate results of the
values alignment and teamwork within the selected department.
The opinions provided by the former employee, Rolfsson, is interesting since he is dis-
tanced from the firm. He is not in any way influenced or dependent on what top-
management thinks of him, and the risk of biased results due to this is therefore low.
We also know that he left the company on good terms, so there are no risk of biasness
due to negative associations to Fixit.
3.8.2 Survey
The length of the survey is critical, especially if the respondents currently have time
constraints, since they might not take their time and think their answers through tho-
roughly (Saunders et al., 2007). For this study, the length of the survey and the amount
of values to choose from were of particular importance to us. We did not want to risk
excluding possible values, while we on the other hand recognized a problem if the list
of alternatives were to extensive; the last options would be read with less attention. Af-
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24
ter much consideration and after evaluation of the feedback from the pilot study, we
chose to include 64 alternatives.
The random order of values in the templates decreased skim-ability compared to if they
had been ordered in groups with headings. We however chose to randomize the words
to decrease the possibility of having respondents automatically circling the same ten
values at the three first questions. These all affects validity of the end result.
In order to maximize the possibility of achieving a high external validity, we made ex-
tensive research on different methods on how to collect and measure values before we
made our decision. The credibility and reliability of the chosen method is rather high,
since it has been used by more than 1000 practitioners around the world. However, the
fourth question about team-work has not been used in this context before, and this might
thus result in lower credibility and reliability. We did our best to pose the question in a
way, which would make the data comparable to the other questions, and the purpose, in
order to increase trustworthiness of the end result.
As mentioned earlier, the respondents had the possibility to write a word of their own.
Some of the words respondents added were humbleness, entrepreneurial and to listen.
The fact that people added words decreases the reliability and validity of the end result.
Obviously, our survey did not cover all possible values at Fixit, which means that if the
survey was handed out with these words included, the result would look different. How-
ever, most of the added words are closely related to words that were included; to listen
is related to communicative, which this person also chose from the template. As we
tried to reduce the number of alternatives to avoid biasness, we increased the risk of
missing out on options. Maybe we had too few variances of some values.
Another issue of validity and reliability is the fact that we have conducted the survey
and interviews in Swedish, since it is our native language. The translation into English
might result in language biasness, since our interpretation of the words might not be ex-
actly correct. We have, however, tried to reduce this fault by using peer-reviews from
native English speaking friends. Contamination might also be a threat to validity is con-
tamination. If the respondents talk to each other while answering the survey, the result
might be biased due to group-think and peer-pressure regarding socially acceptable val-
ues. We dealt with this by asking the respondents to fill out the survey individually, in
privacy.
Also, the survey deals with very personal and delicate issues, which could make the
respondents reluctant to reveal the information. We however clearly clarified to all res-
pondents that the survey would be completely anonymous to the company and toward
us, and that all responses were untraceable.
Finally, there is the risk of biasness due to different levels of self-awareness among the
respondents. Especially question one is sensitive to this, since the respondent is asked to
chose values which represents him or herself. The data will of course be more optimistic
and brighter than in reality. We used the information collected from interviews to try to
detect and compensate for these faults in the analysis.
3.9 Data analysis
Our first idea was to conduct a quantitative analysis based on a statistical correlation
analysis, but after consulting Thomas Holgersson, Professor of Statistics at the Interna-
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25
tional Business School in Jönköping (2009-10-21) we chose a more qualitative ap-
proach. The quantitative data collected from the survey was compared to the analysis of
the qualitative data collected through interviews. The data collected from the survey
was analyzed with help of Barrett’s (2008) models Seven Level Consciousness and
CVA, which are described more in section 2.4.1 and 2.4.2.
The results from the three first questions in the survey was allocated into the Seven Le-
vels Consciousness model. Further, they were divided into a BNS, see section 2.4.2, and
after this it was possible to plot a set of value profiles. Question one gave one profile of
how employees perceive themselves (plot 1.1) (individual values-in-use), and one re-
vealing how top-management (plot 1.2), or the organization, sees itself. When compar-
ing these two plots with the core values, one were be able to see how well-implemented
they are in the organization.
The same type of plots (value profiles) was carried out for the second question. The em-
ployee plot (plot 2.1) constitutes a profile of how the employees perceive how well the
organization and other employees “walks the talk”, when compared to 1.1 and 2.2. The
value profile (2.2) represents how top-management perceives how well the organization
“walks the talk”, when compared to 1.2 and core values.
Question three investigates if the organization is moving towards values alignment; if
value plot 3.1 and 3.2 are similar, employees and consultants share the same vision. If
they are different, this is where the organization needs to focus, in order to be able to
reach a sustainable degree of values alignment.
The findings from question four were put together in a table and compared to Tarricone
and Luca’s (2002) five key factors of successful teamwork.
We were aware that some of the values or behaviors to choose from in the survey might
have different meanings to them. Job security can both be something good, and some-
thing not so positive. If a person were to choose job security over another value, that
person might be looked upon as playing it safe, and not taking chances. A consultant
that does not like the unexpected might not be a very good consultant, since it comes
with the job description to take on any potential challenges. To be cost aware can also
have different meanings to it. If an individual is considered to be cost aware, some
people would regard him or her as being cheap or just careful with money, meaning that
the person really reconsider what he or she spends money on. The same is also true for
organizations. Image is another word with different associations connected to it. Barrett
(2008) argue that image is something negative, since it is related to not being able to
start something new without constantly being reminded by people that this is not how
you usually are. We, however, believe that image can be something positive, because it
can be regarded as something that unites an organization and gives it a competitive ad-
vantage. Lastly, long working hours is also something that can be considered as nega-
tive or positive. It is beneficial for the organization is the employees put in long hours at
the office, but this might not be so favorable for the individuals. Having them working
long hours will in the end affect their health and balance in life, which is something Fix-
it wants their employees to have.
3.9.1 Ethical dilemma
Bell and Bryman (2007, as cited in Easterby-Smith et al., 2008) has found ten key ethi-
cal principles one should be aware of and follow, when conducting research. These are
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stated in Table 6 below. Principles one to seven relates to protecting the interests of the
participants, and principles eight to ten involves accuracy and biasness issues within the
study.
No. The key principles of research ethics
1 Ensuring that no harm comes to participants
2 Respecting the dignity of research participants
3 Ensuring a fully informed consent of research participants
4 Protecting the privacy of the research subjects
5 Ensuring confidentiality of research data
6 Protecting the anonymity of individuals or organizations
7 Avoiding deception about the nature or aims of the research
8 Declaration of affiliations, funding sources, and conflicts of interest
9 Honesty and transparency in communicating about the research
10 Avoidance of any misleading, or false reporting of research find-
ings
Table 6 - The key principles of research ethics
(Source: developed from Bell & Bryman (2007) in Easterby-Smith et al. (2008, p. 134))
As mentioned in section 3.4, we decided to give both the company and all the intervie-
wees pseudonyms, in order not to leek any sensitive corporate information. We also
signed a confidentiality agreement with Fixit, saying that we would not use any of the
information learned in any other contexts than for this study. All the respondents from
the survey were also made anonymous and their answers would be untraceable. We
wanted to increase the chance of honest answers without anyone feeling threatened that
their true opinions would be revealed. On the cover-sheet for the survey we explained
who we were, and the purpose of our study; to show the respondents that we only would
use the outcomes for this specific research. By doing this, we also wanted to avoid any
misleading or misinterpretation of the purpose of our study. Members of top-
management would not be provided with the surveys, only the finished result. The res-
pondents who wanted to take part in the outcome, were asked to send us an e-mail. Af-
ter the analysis was completed, all the surveys and the tape-recorded interviews were
destroyed.
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27
4 Empirical findings
In this section we will present the empirical data we have collected from interviews and
a survey conducted at Fixit. This section will serve as the basis for the analysis.
During one interview (2009-10-20), Folkesson and Axelsson provided us with a copy of
the article Building Your Company’s Vision, from which Fixit has developed their orga-
nizational culture, with the help of a set of core values. The model is presented in more
detail in section 2.5. The following interviews will motivate the choice of values, define
them and them from top-management’s point of view. Further, three employees and a
former employee will provide their opinions.
4.1 Interviews
The following section will provide information from the interviews.
4.1.1 Organizational espoused values
Axelsson’s motivation to the current core values were that they together help differen-
tiate the company from other consultancy firms (2009-11-26). Further, Folkesson moti-
vated the importance of having core values and a strong organizational culture because
it provides a coherent image towards clients:
“The clients should feel that they have hired a Fixitian”
- F. Folkesson (2009-10-20)
The core values are; Ambition, Team-spirit, Self-management, Honesty and Integrity as
well as Health and Balance. Axelsson sees a motive to evaluate them, since the market
situation has changed and the company is more stable today, then eight years ago when
the values were developed.
Axelsson (2009-11-26) said that a high level of Ambition comes automatically with the
work description and the working conditions within consultancy firms. Most consultants
also have an inner drive to perform well. Furthermore, he explains that part of the defi-
nition of Ambition is status and high levels of responsibility. He continues by explain-
ing that the Ambition results in people wanting responsibility, in order to reach a high
status.
Team-spirit refers to Fixit giving each consultant education and training in how to adapt
to new groups, new projects and teamwork. The secret is to teach all consultants how to
quickly adapt to new team-constellations and establish effective teamwork. Open com-
munication is identified as vital, and people have the responsibility not only to speak
their mind, but also to listen. Moreover, being able to trust team members to finish their
tasks is important. Finally, Team-spirit includes two parts; being able to lead, and being
able to follow. Eriksson however experience this value as poorly explained and defined
by the organization, since she states that she has a hard time grasping the meaning of it.
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Self-management is encouraged by not having rigid structures and procedures. The con-
sultants have the possibility to enter new markets and decide their role in the company:
“Say what you want to do, go do it, and become it.”
- A. Axelsson (2009-11-26)
He explains this in more detail by saying that consultants have a high level of freedom
to choose what they want to do, if it is within the limits of the organizational strategy.
Self-management not only involves encouraging employees to take responsibility, but it
also comes with the expectation that the employees consider what they want to do, ex-
presses it in words and live up to it. Rolfsson had an interesting thought on the matter;
the value Self-management is constantly reoccurring in many different situations within
Fixit:
“A good consultant takes charge!”
- R. Rolfsson (2009-12-01)
Honesty and Integrity is a complex parameter in the everyday life of consultants. It is
strategically important to be honest with clients, in order to achieve an image and repu-
tation of professionalism and trustworthiness. It is also important to create a balance of
good and bad news. Consultants often face situations where it is easier not to tell the
truth, especially in contexts related to clients:
“On Friday evening you promise a client to send in the star consultant Erik
next week, but it turns out that he is not available on Monday. Should you tell
the client the truth and say that you sold Erik to a more profitable project, or
tell them that he is ill?”
- A. Axelsson (2009-11-26)
Health and Balance is to a great extent connected to the wage system. It is generally ac-
cepted for consultants to have a balance between private life and working life. The wage
system allows consultants to work less periodically, since fifty percent of the wage is
variable and based on invoicing documentation. The company will not put pressure on
the consultant to work harder, since Fixit only has to pay the consultant half the wage if
he or she is out of the office.
The core values in general are strengthened within the organization through continuous
education and training. Additionally, Folkesson explains how their trainee program
anchors the organizational culture, since the trainees receive even more training in the
core values, the vision, the core purpose and the strategy.
Eskilsson, who is a trainee, believes that he fits well into the values a typical Fixit em-
ployee has, and these values connect well to the core values of the company:
“For me, these values are something more than just five words on the pillars in the
welcome lounge.”
- E. Eskilsson (2009-12-07)
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29
He does however note that in the trainee program, they are working a lot with the val-
ues, educating and training themselves in line with those, and that might have affected
his view on them:
“I guess the core values has made an impression on me.”
- E. Eskilsson (2009-12-07)
But the values are very much alive, and they are constantly working with them. Once
again, he says, this is the view his has from the trainee program, which might reflect his
viewpoints but nevertheless he appreciates the values used in the organization.
Eriksson feels that they are very much around. To exemplify how these values are
shown in the organization she says the following about the organizational espoused val-
ues:
“People are always prepared to walk that extra mile”
- E. Eriksson (2009-12-08)
Svensson has some issues with how the core values are actualized within the organiza-
tion. He believes that the organization is ambitious, and that the ambition comes from a
lot of young consultants trying to make a name for themselves. He misses a more re-
laxed and open attitude in the office, presently people seem very busy. In addition to
this, he also has another phrase for Fixit’s culture:
“It is a Hero-culture”
- S. Svensson (2009-12-09)
He explains this by saying that he thinks that team-spirit falls behind, and is surpassed
by individualism. He describes individualism as people having their own personal
agendas, and a drive to be internally rewarded:
“It has happened several times that someone is trying to take all the credit for a
project”
- S. Svensson (2009-12-09)
4.1.2 Contradictions and values-in-use
Eriksson believes that one reason to why the core values are very much alive within the
organization is that they are the basis for recruitment. Fixit hires people who fit the core
values-profile, but according to Svensson, the organization’s core values are not clearly
explained; you are supposed to interpret them yourself. This can lead to different under-
standings of them, and Svensson sees this as a sign of weak leadership.
Rolfsson explains that the company does not always live according to the core values,
but they have a high ambition to do so. The values Health and Balance and Honesty and
Integrity often suffers when the focus on doing business becomes intense:
“All of the sudden something else is more important, for example a business deal”
- R. Rolfsson (2009-12-01)
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30
He believes that this might be because the values are anchored in the history, and are
not updated for the present situation and current needs.
Rolfsson believes that the value of Honesty and Integrity is difficult to live up to, since
the consultancy world is full of embellishments and exaggerations.
Furthermore, he explains that the value of Health and Balance is not present in the or-
ganization. He believes that this partly could be a consequence of the wage system. The
fact that the wage system at Fixit includes a variable proportion of fifty percent, might
induce consultants to work hard, and possibly entrenching on the balance between per-
sonal life and work. The following metaphor further explains this connection:
“Imagine a man out hunting in the forest; he has got two options. He could ei-
ther relax and recover from a hard week of work, or focus on hunting down a
pray. In the end the two options have different consequences. The hunter either
comes home mentally well-rested but hungry, since he probably did not shoot
anything. The other option is that he is well-fed, but exhausted and weary due
to the hunting activities.”
- R. Rolfsson (2009-12-01)
Eskilsson explains that he feels contented with the informal routines at Fixit, it gives
him a comfortable feeling. He says that there is no formal dress code, even if the em-
ployees are expected to dress properly.
Both Svensson and Rolfsson, mention that there sometimes can be a struggle between
the employees regarding who gets to take credit for a project. It is an internal competi-
tion, and a never-ending strive for individual glory and recognition. Eriksson supports
this by saying that team-spirit might not always be lived up to, since there are many in-
dividualists within the organization whom are competing with one another. However,
she also points out that whatever bad things one can say about team-spirit; people with-
in the company are very good at recognizing each other, and they are very supportive
when you ask for help.
Despite the supportive atmosphere, Eriksson say that she misses a system for informa-
tion sharing that is coherent for the entire organization. There is an open communication
all throughout the company, but finding the right information might be hard, if one does
not know exactly where to go.
Eriksson explain another behavior that might be limiting for the organization; if some-
one with a higher rank ask you to do something, you do it without questioning. This
might sometimes be tough, especially if you have a full agenda. She believes that the
managers could be more sensitive and think of the current workload of the employee
when asking him or her to do something. However, she points out that at the same time,
employees are free to come up with their own work plan, and if they have an idea that
they want to follow through, top-management are very unlikely to stand in your way.
Svensson consider the wage model to be a problem, since it does neither encourages
teamwork nor cooperation. He also states that there are examples of when teamwork has
functioned well, but that every situation is different. He would like for the organization
to recognize the possibilities with both teamwork and internal cooperation, as well as
possibly connecting those to the wage model. Furthermore,
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31
Fixit has a special kind of reward system, which offers eternal glory and recognition to
the few selected employees (Axelsson, 2009-11-26). Due to confidentiality agreements
with Fixit, we cannot discuss this reward system further in detail. However, Rolfsson
and Svensson both think that this system does not create a healthy corporate atmos-
phere, and that the core values gets lost when the quest for fame increases.
4.1.3 Teamwork
“Good and bad”
- R. Rolfsson (2009-12-01)
This was the direct answer on the question whether the teamwork at Fixit is effective.
He motivates this further by explaining that personal agendas and interests sometimes
becomes more important than the team itself. Consultants “steal” projects from each
other and there is an internal competition for the projects with high status. However,
other factors of successful teamwork, such as responsibility and sharing of compe-
tences, are present in the teams. There is open communication, and people are enthu-
siastic when it comes to helping others or sharing knowledge. The atmosphere and hie-
rarchy at the company is informal, and it is easy to communicate freely both within
teams and cross-borders. One disadvantage at Fixit is that they lack tools and processes
for information sharing, which is backed-up by Eriksson.
In terms of teamwork, Eskilsson feels that the team needs to have an understanding of
the common goal, and focus on the team rather than on the individual, as well as being
open and respectful. He thinks that team-spirit is an important concept to strive for since
it allow co-workers to care for, and support each other, and in that way help the team.
Although, this is his idea of what the term means, he finds it difficult to know what it
looks like and how it is shown. He also feels that within the trainee program they are
good at feedback and constructive critique, since they are working a lot with in, having
regular exercises in it.
Eriksson says that teamwork functions rather well, but that there might be some issues
within the teams; such as different levels of ambition within a project. However, she be-
lieves that this situation probably refers to the different individuals rather than the val-
ues of the organization. Further on, the manager in charge might also contribute to the
confusion of where to ambition level should be set.
The feedback in the organization is somewhat built-in, in the evaluation models that
Fixit has, but she thinks that it might not be enough. She believes that managers could
work even more on how to give feedback and constructive critique, as well as receiving
it.
When it comes to involvement in projects, Eskilsson feels that he gets a saying, and his
views and needs are considered, even if in the end the company decides what to do, and
how to go about it. Eriksson also felt that she was involved in the projects and the day
to day work.
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4.2 Survey results, values alignment
As mentioned in section 3.6.5 the survey was handed out to the department of Manage-
ment at Fxit. Out of the 70 responses we received, 17 were top-management and 53
were regular employees. On each question below, one will be able to see the ten most
commonly selected values, and the proportion of top-management and employees who
chose those values.
The charts show the top ten most chosen values. The line labeled “Frequency of times
chosen” shows the percentage of people that chose that value, for example in Chart 1.
Almost 50 percent of the employees chose ambition as one of their ten chosen values.
The line labeled “Cumulated percentage of all possible answers” shows cumulative per-
centage of the values that have been chosen in the top ten, for example 4.91 percent of
all answers, in Chart 1, are ambition. 32.8 percent of all answers lie in the top ten in
Chart 1. Thus; the proportion of all the chosen answers represented within the top ten
values.
Question 1: “Which of the following values/behavior best represent WHO YOU
ARE, not who you want to be?”
Chart 1 illustrate that Fixit’s consultants perceive themselves as ambitious and result
oriented, with self-management capabilities. The top ten values shown in this chart only
make up for 32.8 percent of the employees’ total values chosen. This indicates that there
were a large spread of alternatives and choices.
Chart 1 - Q.1: Who are you? Employees
Chart 2, on the other hand, describe how members of top-management perceive them-
selves, and the most frequently selected characteristics were ambitious, commitment,
and humor. The top ten ranked alternatives constitute almost 48 percent of the 200 val-
ues selected.
0,00%
10,00%
20,00%
30,00%
40,00%
50,00%
60,00%
Question 1: Employees
Cumulated percentage of all possible answers
Frequency of times chosen
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33
Chart 2 - Q.1: Who are you? Top-management
Question 2: “Which of the following values/behaviors best represent HOW, in your
opinion, Fixit works today?”
The consultants at Fixit view the organization as being ambitious, result oriented, but
also committed, as shown in Chart 3. The ten most reoccurring values add up to 44.8
percent, meaning that about 55 percent represent other values chosen.
Chart 3 - Q.2: Fixit today? Employees
Top-management’s opinion of how Fixit works today is shown in Chart 4. They believe
that Fixit is an ambitious, and committed organization, but that it also is cost aware. The
ten most frequently chosen values make up for 50.5 percent of the total amount of val-
ues selected.
0,0%
10,0%
20,0%
30,0%
40,0%
50,0%
60,0%
70,0%
Question 1: Top management
Cumulated percentage of all possible answers
Frequency of times chosen
0,00%
10,00%
20,00%
30,00%
40,00%
50,00%
60,00%
Question 2: Employees
Cumulated percentage of all possible answers
Frequency of times chosen
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34
Chart 4 - Q.2: Fixit today? Top-management
Question 3: “Which of the following values/behaviors best represent HOW YOU
WOULD like Fixit to be/work?”
Chart 5 shows how the employees want Fixit to work in the future. They would like the
company to have a much stronger focus on professional development, team-spirit, as
well as being more ambitious. None of the development-values were chosen by mem-
bers of top-management. Overall, the employees had various ideas of what they wanted
their employer to be in the future, and the top ten values accumulated close to 41 per-
cent.
Chart 5 - Q.3: Future Fixit? Employees
As for top-management, they would like Fixit to increase its team-spirit, become more
focused on customer satisfaction, and be more ambitious. The ten values made up for
almost 51 percent of the chosen values, as can be seen in Chart 6.
0,0%10,0%20,0%30,0%40,0%50,0%60,0%70,0%80,0%90,0%
Question 2: Top-management
Cumulated percentage of all possible answers
Frequency of time chosen
0,00%
10,00%
20,00%
30,00%
40,00%
50,00%
60,00%
Question 3: Employees
Cumulated percentage of all possible answers
Frequency of times chosen
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35
Chart 6 - Q.3: Future Fixit? Top-management
4.3 Survey results, teamwork
Question 4: “Which of the following key concepts below WOULD YOU consider to
be important to achieve efficient teamwork?”
As seen in Chart 7, the employees at Fixit believe that feedback and constructive criti-
cism, responsibility-taking among group members, and shared values and goals, are im-
perative for efficient teamwork. The six most frequently selected concepts ended up to
be 54 percent of the total amount of selected attributes. The other attributes shown in
the graph are: open communication, team-spirit, and everyone understands the purpose
of the group.
Chart 7 - Q.4: Important for teamwork? Employees
Top-management considered both responsibility-taking among group members, and
feedback and constructive criticism, to be equally important for successful teamwork. In
0,0%10,0%20,0%30,0%40,0%50,0%60,0%70,0%80,0%90,0%
Question 3: Top-management
Cumulated percentage of all possible answers
Frequency of time chosen
0,00%10,00%20,00%30,00%40,00%50,00%60,00%70,00%80,00%
Question 4: Employees
Cumulated percentage of all possible answers
Frequency of times chosen
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36
addition to this, they believe that having shared values and goals, as well as having
team-spirit also are vital attributes of efficient teamwork. The six most frequently se-
lected concepts made up for 58.3 percent of all the characteristics circled. These six
attributes display below are: responsibility-taking among group members, feedback and
constructive criticism, shared values and goals, team-spirit, open communication, and
commitment to team success.
Chart 8 - Q.4: Important for teamwork? Top-management
0,00%10,00%20,00%30,00%40,00%50,00%60,00%70,00%80,00%
Question 4: Top-management
Cumulated percentage of all possible answers
Frequency of times chosen
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37
5 Analysis
In this section the empirical data will be analyzed with respect to the theories presented
in the frame of reference.
The collected survey data from question one to three constitutes value profiles of es-
poused values, values-in-use and desired future value profiles, with ten values in each.
Later, the answers from question four will be analyzed and compared to Tarricone and
Luca’s (2002) five key success attributes of teamwork. We allocated the values from
question one to three into limiting and positive values (Barrett, 2008), as can be seen in
an allocation table in Appendix 1. When plotting the values into the Seven Level Con-
sciousness model (Barrett, 2008) we received the plots in Figure 5, 6 and 7 below.
These value profiles will constitute the foundation of the values alignment analysis at
Fixit.
Figure 5 contains one plot of the consultants espoused values (plot 1.1), and one for top-
management espoused values (plot 1.2).
Figure 5 - Perceived values
Values-in-use of consultants (plot 2.1) and top-management (2.2) are presented in Fig-
ure 6, and the profiles of desired future values (plot 3.1 and 3.2) are presented in Figure
7.
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38
Figure 6 - Current values
From Figure 6 and 7 value profiles, it is possible to estimate co-worker alignment and
alignment between the two groups of consultants and top-management. Furthermore,
the profiles in Figure 7 will be combined into a third plot of the overall organizational
values-in-use. This plot will be compared to the organizational espoused values, or core
values, to estimate the alignment between the members of the entire department and the
organizational espoused values.
Figure 7 - Desired future value plots
Finally, it is possible to use the data in Figure 6 and 7 to determine the alignment be-
tween all members’ perception of the current organization and their vision of how it
should look in the future.
The black dots represent the values listed on the left side of each plot, and the white
dots are values which could be limiting for the organization.
During the analysis, consultants and top-management will be treated as two separate
groups of employees in the organization.
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39
5.1 Values alignment
The analysis will be divided into two headings; co-worker values alignment and values
alignment between organization and employees.
5.1.1 Co-worker values alignment
Co-worker alignment will be done by looking at the distribution of values and choices
in one value profile at a time, as well as comparing value profiles of the two groups.
When looking at Figure 5, it is obvious that individuals in both groups identify them-
selves as ambitious; 49 percent of the consultants and 76 percent of top-management
chose this. However, when looking at the cumulated proportion of choices represented
in each value profile, we see that the general co-worker alignment in each group is fairly
low; 33 percent for employees and 46 percent for top-management. Such low figures
reveal that the individuals in each group have low values alignment.
To continue on the trace of low co-worker alignment of the employees’ perception of
themselves, interviews revealed that there is a certain degree of internal rivalry and in-
dividual agendas within the company. Svensson explained that he experiences the work
atmosphere as stiff and formal, and feels that the current values at Fixit are misaligned
to his own. This might be the reason he is not fully content with the situation at work, in
accordance with a theory of co-worker values alignment; Rocheach (1973) and Kluck-
hohn (1951) argues that if individuals act in contradiction to the acceptable behavior,
negative feelings may arise.
Furthermore, theory claims that co-worker values alignment results in positive work at-
titudes, as well as decreased interpersonal conflicts (Adkins et al., 1996). We got the
impression that Axelsson (top-management) was content with his work situation, con-
tribution and pay, and we interpret this as having positive work attitudes, and he expe-
riences the teamwork at Fixit as good; open communication, information sharing, help-
ing, supporting etc. These findings, the high level of alignment and his experiences of
work, are supported by Adkins et als. (1996) theory.
Moving on to investigate the alignment within the groups concerning their perception of
the current situation at Fixit, we can see that here as well, most employees think that
ambition is the most appropriate word to describe Fixit. By looking at the cumulated
percentage of all possible answers, the alignment within the management group are a bit
higher than in Figure 5; 57 percent.
When comparing plot 1.1 and 1.2 in Figure 5, we find that fifty percent of the values are
shared; ambition, self-management, commitment, goal orientation and honesty. Fur-
thermore, we can see that several of the other values are related to each other. For ex-
ample, quality awareness, creativeness and efficiency are directly linked to the outcome
of the services. Responsibility and credibility are both positively linked to the work
process of how to develop these services. The two value profiles are thus fairly aligned.
Vancouver and Schmitt (1991) have developed a theory which explains that informal
work processes are related to co-worker values alignment; the two factors foster each
other. Our findings backs this theory up, since the profiles are aligned, and several in-
terviewees bear witness of an open communication (Axelsson, 2009-11-26; Rolfsson;
Eskilsson), relaxed and supportive (Eskilsson) atmosphere and informal work processes
(Rolfsson; Eriksson).
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40
However, Svensson explained that he felt that the atmosphere sometimes is too strict
and professional, and this contradicts what was stated above. However, as you probably
remember from the previous section, misalignment between individual values and the
socially acceptable values might result in negative feelings (Kluckhohn, 1951). Maybe
Svensson’s personal values are not aligned with the socially acceptable values or the
core values, and he has thus negative associations to the atmosphere and informal work
processes.
As seen in Figure 6, eight out of ten values between the two plots are the same; Ambi-
tion, result orientation, commitment, customer satisfaction, cost awareness, perfor-
mance, shared values and goal orientation. This is an example of a high level of shared
values. According to a theory developed by Posner et al. (1985), managers who has a
high level of values alignment to the organization results in job satisfaction, commit-
ment and a willingness to work long hours to perform well. We believe that this theory
is applicable to the situation of values alignment between the co-workers at Fixit; four
out of six interviewees seem to like their job, they all describe themselves as committed
and ambitious and they talk in positive words when explaining Fixit. However, they, as
well as the survey, expresses that it is a hard work and long working hours. Rolfsson’s
views on job satisfaction was however not investigated, since he is no longer an em-
ployee at Fixit.
Moving on, employees, agree that the organization in the future should include profes-
sional development, team-spirit, ambition, having a long-term focus and focus on suc-
cess, see Figure 7. Thus, 50 percent of the two value profiles in Figure 7 are aligned.
Furthermore, several of the other values are related to each other; quality (3.1), custom-
er satisfaction (3.2) and goal orientation (3.2) are related as they focus on the perceived
outcome of their services. Creativity (3.2) and enthusiasm (3.1), commitment (3.2) and
shared values (3.2) are related in the sense that they all foster culture and atmosphere. A
high alignment among co-workers on this matter indicates that a continuous improve-
ment of values alignment will not be too hard to reach (Barrett, 2008).
5.1.2 Values alignment between organization and employees
In this section, the value profiles within each figure will be compared to the core values,
to estimate the values alignment between the organization and its employees. Compari-
sons between the two values-in-use profiles in Figure 6 and the organizational espoused
values shows how well the organization has communicated the meaning of the values.
As stated in section 4.1.1, the organizational espoused values at Fixit are Ambition,
Team-spirit, Self-management, Honesty and Integrity as well as Health and Balance.
These will be analyzed in relation to the findings of the survey.
Figure 5 reveals that there is a fairly high degree of alignment between the top-
management’s espoused values, or perception of themselves, and the core values; five
out of seven possible values. For the consultants, the degree of alignment to core values
is mediocre with 43 percent alignment. At first, this alignment was a bit surprising to us,
the researchers, as interviews testified against values alignment. All interviewees were
familiar with them, but stated that Honesty and Integrity is often set aside due to high
focus on business (Rolfsson), personal agendas are sometimes prioritized higher than
Team-spirit due to internal rivalry (Eriksson; Rolfsson) and the meaning of Self-
management is hard to grasp (Eskilsson). Furthermore, Health and Balance is contra-
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41
dicted and outweighed by Ambition (Eriksson) and the long working hours. Further-
more, from Figure 6 we can clearly see that the employees do not perceive Fixit as op-
erating according to the core values today. All data claims that there are low values
alignment between employees and the organizational espoused values.
How come that people still perceive themselves as acting according to the core values?
Axelsson explained that the company is recruiting people who fit into the core values,
which establish them as the socially acceptable values within the organization. Accord-
ing to Kluckhohn (1951), negative feelings arise if an individual acts differently. Fur-
thermore, there is a certain degree of biasness in Figure 5 based on lack of self-
awareness, backed by what Locke (1976) argues about unconscious values. Since
people usually wish to do a good job and fit into a group, they believe they share the
same values as the group, even though their personal values-in-use often governs their
behavior.
By looking at Figure 6 and comparing it to the core values, one can clearly see that there
is a misalignment; only the core value Ambition is represented in each profile of values-
in-use. This gap implies that the meaning of the core value is not highly prioritized in
the organization currently. According to Porras and Collins (1996), the core values are
supposed to be a guide on how to reach the organizational BHAG, and thus further
strive toward the core purpose. Thus, one can interpret that if the values-in-use are misa-
ligned with the core values and the core purpose, the employees will not strive in the
same direction as the organization. On the other hand, if the values-in-use are different
from the core values, and this is a result of inactive core values, the effect of misalign-
ment will not be as severe. This since the values-in-use in this case has inherited the role
of core values.
Barrett (2008) argues that it is very beneficial for organizations to have an alignment be-
tween the organizational values-in-use and the desired future value profiles. If all em-
ployees within the organization are looking towards the same goal, the journey there is
easier. As we can see by comparing the plots in Figure 5 and 6, we see a fairly high
alignment between the current and future perception in the group of top-managers. The
official vision statement can be called espoused vision, and the desired future value pro-
files in Figure 7 can be called vision-in-use.
Appendix 6 shows the allocation of top-management’s as well as consultants’ value
profiles into the BNS, which according to Barrett (2008) should be done to certify that
the value profiles are healthy for the organization.
Using the values of the future profiles, both consultants and top-management, we can
allocate them into all boxes except for the societal aspect. As we have presented earlier,
this is the box talking about future generations, environmental awareness and sustaina-
ble development, and this is the box representing the seventh level in the Seven Level
Consciousness model. To sum up, the desired future vision-in-use is healthy, especially
since it does not contain any limiting values, according to Barrett’s (2008) theory, but
emphasis on the societal level should be made to reach full consciousness. Further,
some more aspect of financial stability should be added, in order to create a value base
which fosters stability and money management. We will come back to the BSN analysis
further on, when discussing alignment between the current profiles of values-in-use, and
the future desired vision-in-use. We however would like to add one aspect to Barrett’s
idea; as Porras and Collins (1996) argues, it is important that the corporate values are
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42
aligned with the vision. Thus, we think that the desired future value profiles (vision-in-
use) should be compared with the espoused vision, or core vision in order to assure that
the employees and company are striving in the same direction.
One interesting aspect is that, in contrast to top-management, the consultants wish to
change the situation almost completely, and make it more developmental and long-term
oriented than they experience it today. Further, they wish to see more enthusiasm, crea-
tivity, focus on quality and employee well-being, while 50 percent of the values within
the top-management profiles of today and the future are the same.
5.2 Teamwork and values alignment
This section will begin by presenting similarities and differences between the profiles of
consultants and top-management, data which were collected by question four in the sur-
vey. This section is followed by an analysis of the relations between values alignment
and teamwork. Table 7 allocates the profiles of identified attributes of teamwork from
the survey, into the five key success attributes of teamwork (Tarricone & Luca, 2002)
Established success factors of
teamwork
Employees’ identified attributes
of teamwork
Top-management’s identified
attributes of teamwork
Commitment to team success and
shared goals Shared values and goals (15)
Everybody understands the
purpose of the group (9)
Shared values and goals (6)
Interdependencies --- ---
Interpersonal skills --- Respect for each other (5)
Open communication and feed-
back
Team-spirit (12)
Feedback and constructive
criticism (24)
Open communication (13)
Team spirit (9)
Feedback and constructive
criticism (6)
Open communication (4)
Commitment to team processes,
leadership & accountability Responsibility taking among
group members (15)
Responsibility taking
among group members (6)
Table 7 - Attributes of teamwork and allocation of value profiles
5.2.1 Alignment between profiles
The value profiles of consultants and top-management are very similar, with a few ex-
ceptions. Firstly, top-management prefers respect over shared knowledge of the pur-
pose. This might be due to that top-management often are the ones delivering the
projects to teams, and thus take for granted that the team members are aware of the pur-
pose. Secondly, top-management rates team-spirit more than twice as high as the em-
ployees does, employees however, rate feedback and constructive criticism higher than
the top-management.
Connecting this with what the information gathered in the follow-up interviews, we can
see that employees feel somewhat confused with what Team-spirit actually is, and that
they would like to a greater extent receive feedback in order to develop their perfor-
mance.
We can see two interesting things from Table 7; firstly, all the identified attributes of
successful teamwork were possible to allocate to the five main areas which Tarricone
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43
and Luca (2002) identified in their literature review. Furthermore, Rolfsson, Axelsson,
Eriksson and Eskilsson describes the teamwork situation at Fixit as very good; Rolfsson
talks about a high degree of information sharing and support among team-members,
Axelsson discusses their informal and friendly work atmosphere and Eriksson and
Eskilsson agrees on this. All of this indicates an open communication, which Gibson et
al. (1980) holds as a main feature of task-solving in teams.
One interesting question is whether the employees at Fixit experiences that teamwork is
effective at Fixit. Interviews (Rolfsson, Eriksson, and Eskilsson) think it is, and explains
that the rule of thumb at the company is to share information when possible and needed,
support each other and to have a friendly work atmosphere. All of this gives indications
of an open communication, which is one important factor to reach successful teamwork
(Tarricone & Luca, 2002). Interestingly enough, the survey provided no support for
Team-spirit within the organization today, but most employees agree it should be more
highlighted in the future.
From the survey and the interviews it is possible to see a pattern; the organization seems
to have a good teamwork, even though individualism (Eriksson; Svensson) sometimes
gets more focus than the core value Team-spirit. Furthermore, the respondents know
which attributes and behavior of team-members best foster successful teamwork, since
all the selected phrases in the survey were directly connected to the five key factors of
success.
5.2.2 Teamwork and values alignment
In the section of values alignment, we found that the organizational values-in-use are
not aligned with the espoused values, but that there are a strong alignment between the
groups of consultants and top-management. Furthermore, the alignment between the
values-in-use and the desired future value profiles are also fairly high.
One of the outcomes of co-worker alignment is reduction of noise in the communication
channels (Schein, 2004). Several of the interviews provided information which supports
this relationship; Eriksson claims that the general attitude at Fixit is to help and support
each other, and both Rolfsson and Eskilsson claims that the atmosphere is friendly and
relaxed, which should foster good communication. However, we have also seen contra-
dictions to this; Eriksson, Svensson and Rolfsson discussed individualism and personal
agendas within the organization, which sometimes creates a sense of internal rivalry. In-
terpersonal skills (Tarricone & Luca, 2002), talks about the importance of caring for
each other, and that feelings can be expressed freely. Achieving less obstacles in the
communication channels are also connected to the attribute of Open communication and
feedback, since this advocates facing up to conflicts at once when they are noticed. Fur-
ther, it also contains features such as non-threatening communication.
Closely related to the discussion above, is another outcome of co-worker alignment; less
interpersonal conflicts (Fitzpatrick, 2007). Interdependencies talks about the importance
of being able to work together efficiently, which is not possible if personal conflicts are
in the way. Furthermore, Interpersonal skills identifies that the member in a group must
care for each other, and support each other to become successful. This would not hap-
pen if interpersonal conflicts were common. A third connection is that Open communi-
cation and feedback states that communication should be non-threatening and non-
defensive, which would not either be the case if interpersonal conflicts were common
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44
within the team. Eriksson and Eskilsson claims that the feedback and communication
circumstances at Fixit has high standards, but that it to some extent depends on the
manager or project-leader.
Acceptable behavior (Schein, 2004) is a third outcome of values alignment, which links
back to some of the attributes of successful teamwork. Firstly, Commitment to team
success and shared goals talks about the importance of having shared, common goals,
values and beliefs. Shared values has the attribute of creating socially acceptable pat-
terns of behavior (Rokeach, 1973). However, Adkins et al. (1996) has found that shared
values has negative impact on the outcome of non-routine tasks. Thus, this connection
might not be of positive nature to all industries; it depends on the kind of problems and
situations the teams are exposed to.
Guidance in decision making (Dolan & Garcia, 2002) is another outcome of values
alignment. Commitment to team processes and accountability contains information
which states that the team should be goal-directed in its approaches to synchronize
work. According to Axelsson (2009-11-26), the value Self-management refers to setting
and managing individual goals, and Eriksson explains that she has positive attitudes to-
wards the freedom it gives employees to govern their work situations. If a team or indi-
vidual has the freedom, and the expectations, to make decisions and manage individual
goals, guidelines on how to do this could be beneficial. Thus, values alignment results
in guidance, which is needed in situation where people have much responsibilities to
make decisions.
Many companies strives towards qualitative products, outcomes and services. This is an
outcome of values alignment (Adkins et al., 1996) which is linked to Interdependencies,
and Commitment to team processes and accountability. The former includes goal-
directed approaches on how to synchronize and divide work between members, which
could be used to emphasize quality of the outcome. The latter refers to the fact that a
team should be able to deliver better results than an individual could do alone. Another
trait of Interdependencies is that a team should consequently search for better way and
processes, and this constant search for improvements is also connected to the quality of
the outcome.
We have also detected a connection between commitment (Cable & Judge, 1996),
which is an outcome of values alignment, and successful teamwork. As can be noted
simply from the name of the attributes, it is connected to commitment to team processes
and accountability, as well as to commitment to team success and shared goals. The
former highlights the importance of participation, which fosters commitment, and goal-
directed managerial styles. The latter refers to shared values and shared goals, giving
and receiving recognition, team commitment to success, informal work atmosphere and
the members should be active and engaged in their work. From the situation at Fixit, we
can see that people have shared values (co-worker values-in-use alignment) , the atmos-
phere is informal (Eskilsson), the employees are given recognition through informal re-
ward systems and finally, all interviews reveals that all consultants at Fixit are ambi-
tious, has high competences and they put down the work needed to reach the goal
(Eriksson). Thus, our findings support the connection between commitment and
attributes of successful teamwork.
According to Cable and Judge (1996), involvement is an outcome of values alignment.
Involvement is also a necessity to reach successful teamwork when the project group
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45
deals with complex problems (Gibson et al. 1980) as can be seen in Figure 2. Addition-
ally, involvement is included in the teamwork attribute of commitment to team
processes and accountability.
As mentioned earlier, shared values are part of the description of commitment to team
success and shared goals. Looking at the values-in-use profiles in Figure 6, shows that
the employees at Fixit uses the term “shared values” to describe how they think that
Fixit is operating today. Furthermore, there is a high degree of alignment between the
two groups of consultants and top-management. This value is well connected to what
Tarricone and Luca (2002) refers to as commitment to team success and shared goals.
Continuing this discussion, we noted that open communication is represented in the em-
ployee profile; this value is, according to Tarricone and Luca (2002) an important aspect
for the team to operate efficiently. We can identify open dialogue, team-members open-
ness and truthfulness and learning from one another as important aspects of this (Tarri-
cone & Luca 2002). The latter includes supporting one another in reaching success.
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46
6 Conclusion
In this section we will present our main conclusions, which are drawn from the analy-
sis. The conclusions are related back to the theories, in order to fulfill the purpose.
Our research found that within the department of Management, the alignment between
the values-in-use and the core values were low. However, there were high alignment be-
tween consultants and top-managements perceptions of the current values at Fixit. Fur-
thermore, four out of six interviewees feel committed to work, but wish that the compa-
ny had higher focus on quality and they experience the atmosphere at Fixit as positive.
This is the base of our analysis and support for our conclusions.
This study found a set of connections between values alignment and teamwork, and the
four most apparent connections are presented below.
One of the outcomes of working under circumstances where the values of group mem-
bers are aligned with the organizational values, is that it creates commitment among the
group members. Continuously, two of the key success attributes of teamwork are com-
mitment to success and shared goals and commitment to team processes, leadership and
accountability. The former includes shared values and goals within the team, and creat-
ing a relaxed and informal atmosphere. The latter is more hands-on and claims that the
team should be goal-directed, and that decisions should be made in consensus. Hence,
commitment is a result of values alignment, and commitment results in, or takes its
shape as informal atmosphere, shared goals and joint decision making.
The second clear connection was a relation between guidance in decision making,
which is one attribute of values alignment between a group and the organization, and
commitment to team processes and accountability. Goal-directed approaches to syn-
chronize work, joint problem solving and group participation are all results of, or signs
of, commitment to team processes and accountability, and since values alignment help
in the decision making process, they are clearly connected.
Another clear relation, is between qualitative outcome and interdependencies and com-
mitment to team processes and accountability. Goal-directed approaches to work
processes is connected to quality of outcome, if the set goals are connected to it. Fur-
thermore, the fact that interdependencies includes that a group often delivers better re-
sults than an individual could, and another part of it is that the team constantly should
be open for new processes and ideas which could increase the quality of the outcome.
Thus, values alignment and teamwork both result in increased quality of outcome.
Finally, co-worker values alignment reduces sources of disagreements and conflicts, as
well as reducing noise in the communication channels. According to interdependencies,
open and non-threatening communication is crucial for successful teamwork. Further-
more, non-defensive feedback is important, and interpersonal skills refers to that it is
important to trust and care for each other to reach successful teamwork. If co-worker
alignment results in less conflicts and obstacles for communication, it enables all the
mentioned attributes of successful teamwork.
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47
7 Final remarks
In this final section of the study, we will present a discussion on the research with our
own thoughts and opinions. Following that is a part where we reflect upon the limita-
tions and contributions of the thesis. Finally, recommendations for further research are
given.
7.1 Discussion
In the beginning of this study, an experiment about monkeys was presented as a meta-
phor of how socially acceptable ideas influence behavior of individuals, sometimes un-
consciously. The situation at Fixit can partly be explained with the same metaphor; em-
ployees think that they act according to the core values, which Fixit has established as
socially acceptable. However, as in the end of the experiment, the employees seem to
have no idea of where these values came from and how they were originally interpreted.
This might very well be due to the fact that the ones who originally developed these are
no longer present in the organization. All the monkeys have been replaced.
Since this is a case study, the results from it is related to some disadvantages; they are
not fully generalizable to other situations or organizations, since the statistical findings
only are true for the department under investigation. However, the theoretical findings,
our conclusions, are both generalizable and transferable since they have a more general
characteristic. Thus, the identified connections between values alignment and teamwork
are applicable to other situations as well.
7.2 Criticism and contribution
When we started working with our study, we were unfamiliar with this type of survey.
Conducting the pilot study made us better acquainted with it, and helped us adjust the
layout, clarify the questions and estimate the time consumption. However, we faced an
unexpected and unfortunate setback with it. We felt that the original survey format was
lacking possibilities for the respondents to identify values, which were not represented
in the customized template. To compensate for this fault, we added an alternative in the
bottom of each page, allowing the respondent to write a value of their own. Our thought
was that they should then circle nine alternative, as well as their own value. The ques-
tion was however misunderstood, and people circled ten values as well as their own.
This forced us to exclude the values which were added by a few respondents. However,
when conducting the analysis we realized that our method would not have worked even
if the question had been understood correctly. If one person identifies a value which is
missing in the template, it does not have the same chance of being chosen by other res-
pondents.
As a recommendation for further researchers who intend to use this method, we suggest
them to make a more extensive pilot study than we did. It should focus on identifying
possible values which could be suitable to include in the template for the main research.
This in order to reduce biasness, and give all values the same chance of selection. We
used interviews as a method for customizing the templates, which was good, but not
sufficient since a few participants identified values which were not represented.
Another weakness in our research is that our qualitative part could have been more ex-
tensive. Values and behavior are very abstract and are thus difficult to measure and in-
List of references
48
terpret. More, and deeper interviews and possibilities to make observations could have
added more credibility to our findings. Unfortunately, neither we nor the employees at
Fixit, had the possibility to carry out more extensive interviews than we did.
However, we did conduct an interview with a former employee to get an objective
viewpoint of the organization. We also performed follow-up interviews to further inves-
tigate our main findings, and interesting aspects, from the survey, as well as from other
interviews.
Unfortunately, we had insufficient amount of time to process the received data and carry
out the analysis, as a result of unpredicted delays in the data collection process. We
postponed the deadline a few days, in order to compile the information, process it and
be able to find relevant conclusions. However, the short period of time for processing
might affect the end result of the study, since there might be additional connections to
find in the collected data. However, the things we did find are not negatively affected by
the lack of time.
Even though we had little time processing and analyzing our data, we feel that we have
made some interesting discoveries. We also believe that this could lead to greater focus
on internal management regarding values, and values management. Given the impor-
tance of values alignment in teamwork is recognized by others. We feel that this will be
a great support in future group constellations we might work in.
7.3 Further research
As far as we know, this is the first study investigating the connections between value
alignment and teamwork. We found interesting connections, which definitely deserves
further attention by research. Management by Values, and values alignment has devel-
oped as a result of a need for more decentralized structures, and teamwork and projects
has become a common work format. Thus, to further investigate the connections be-
tween them, and possibly find stronger support for them, could be of great interest to
companies within industries and sectors where teamwork constitutes a big proportion of
the work.
During the process we have recognized several interesting aspects of our collected data,
which were not of significantly large in relation to the purpose, and are thus not pre-
sented in the findings. For example, we found that there is a significant difference of the
perception of values between genders within the same group. For instance, on the ques-
tion how they perceive themselves, only women chose words such as goal oriented, self
actualization and able to handle stress, while only men describes themselves as humo-
ristic, having team-spirit and having high integrity. Similar differences were found in all
the questions. Further research on this might prove interesting.
Another interesting aspect could be to investigate differences between core values and
values-in-use at different departments. After having identified the differences, it could
be interesting to investigate the reasons behind them; by conducting interviews, obser-
vations and/ or surveys with management and employees within the departments under
investigation, it could be possible to identify explanations to why some departments are
more aligned than others.
List of references
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Appendix
53
Appendices
Appendix 1 – Allocation of positive and limiting values
Level Motivation Positive Values (P) Limiting Values (L)
7 Service --
6 Making a
Difference
Mentoring
ethics and morale
--
5 Internal
Cohesion
Integrity
encouraging enthusiasm
trust
honesty
commitment
enthusiasm
open-door-policy
Shared values
team spirit
--
4 Transformation Creative
personal development
professional development
leadership development
self-management
enthusiasm
goal oriented
responsible
Long term focus
Inquisitive
quality aware
--
3 Self-esteem Sustainability
Quality aware
Ambitious
Fearless
Proud of what you do
Success
Being the best
Efficiency
performance
Fearless
long working hours
High power distance
Short sightedness
Caution
Hierarchy
Bureaucracy
Information hoarding
2 Relationship humor
open communication
customer satisfaction
supporting
Blaming
Internal rivalry
Manipulate
Arrogance
Authority
1 Survival result oriented
cost aware
organizational growth
Chaos
Internal rivalry
Control need
(Source: developed from Barrett (2008, p. 22))
Appendix
54
Appendix 2 – Survey in Swedish
Instruktioner till undersökning
Informationen samlas in som ett led i arbetet med vår kandidatuppsats på Internationella
Handelshögskolan i Jönköping. Syftet med uppsatsen är att utvärdera kopplingar mellan
”Gemensamma Värderingar” och ”Teamwork” inom konsultbranschen.
Anonymitet är garanterad och uppgifterna kommer inte att gå att spåra till den sva-
rande. Svarsblanketterna kommer inte att sparas. Det färdigställda resultatet kommer att
finnas tillgängligt hos Internationella Handelshögskolan i Jönköping, resultatet kan ock-
så vid önskemål mailas ut, kontakta då oss på [email protected].
Följande undersökning kommer att bestå av personinformation samt följande fyra frå-
gor:
1. Vilka av följande värderingar/beteenden representerar bäst VEM DU ÄR, inte
vem du vill vara? Ringa in tio ord.
2. Vilka av de följande värderingar/beteenden representerar bäst HUR DU
TYCKER att Fixit fungerar idag? Ringa in tio ord.
3. Vilka av de följande värderingar/beteenden representerar bäst HUR DU VILL
att Fixit skall fungera? Ringa in tio ord.
4. Vilka nyckelbegrepp nedan ANSER DU är viktiga för att uppnå ett effektivt
teamwork? Ringa in sex ord.
En lista med alternativ presenteras efter varje enskild fråga. Vänligen, läs igenom
samtliga alternativ och reflektera över dem innan Du väljer.
Den insamlade informationen i denna undersökning kommer att kompletteras med in-
tervjuer på Fixit. Undersökningen uppskattas ta 10-15 minuter av Din tid. Vi vill passa
på att klargöra att detta är en självständig studentundersökning för en C-uppsats, och
alltså inte kopplad till Fixit som företag.
Vi är tacksamma om ni kan svara på den här enkäten innan den 2:a december
Tack för Ditt deltagande,
Sandra Nyberg, Erik Skinstad och Anette Nilsson
Appendix
55
Personinformation
Kvinna Man
Jag har arbetat på Fixit:
0 – 5 år
5 – 10 år
Mer än 10 år
Jag är:
Jag är trainee
Konsult
Säljare
Ledning (avdelning/team)
Ledningsgrupp
Jag tillhör följande avdelning: ______________________________
Appendix
56
1. Vilka av följande värderingar/beteenden representerar bäst VEM DU
ÄR, inte vem du vill vara? Ringa in tio ord.
Socialt ansvar Ärlighet Självförverkligande Säkerställd inkomst
Medkänsla Integritet Effektiv Välmående
Hjälpsam Entusiasm Personlig utveckling Kontrollbehov
Miljömedvetenhet Flexibel Kommunikativ Arrogans
Tillit Vetgirig Optimistisk Image
Engagemang Ansvarstagande Konflikträdd Empatisk
Stå för vad man gör Rättvis Stresstålig Trygghet
Samarbetsförmåga Listig Eftertänksamhet Tillhörighet
Lyssna Vänlig Etik och moral Överträffa sig själv
Delaktighet Auktoritär Inflytande Bekräftelsebehov
Inflytande Kreativ Ansvarsfull Ambitiös
Ta eget ansvar Arbetsmoral Resultatmedveten Kortsiktighet
Långsiktighet Serviceanda Innovativ Humor
Laganda Kvalitetsmedveten Målmedvetenhet Orädd
Individualist Vara bäst Omtänksam Artighet
Respekt Trovärdig Balans i livet Öppen
Övrig värdering jag vill välja: _________________________
Appendix
57
2. Vilka av de följande värderingar/beteenden representerar bäst HUR DU
TYCKER att Fixit fungerar idag? Ringa in tio ord.
Vara bäst Målorienterad Gemensamma
värderingar Omvårdnad
Vänskap Etik och moral Förträfflighet Delaktighet
Tillväxt fokuserad Långa timmar Resultatfokuserad Prestation
Socialt ansvar Försiktighet Medkänsla Mentorskap
Punktlighet Öppen-dörr-policy Alla lika värda Framgång
Anställnings-
säkerhet
Utveckling av
ledarskap Teamwork Laganda
Principfast Kundnöjdhet Konflikthantering Finansiell stabili-
tet
Öppen kommuni-
kation Omtänksam Respekt Trovärdighet
Miljömedvetenhet Tillit Engagemang Ärlighet
Maktfördelning Hierarki Få erkännande Inflytande
Kreativitet Anställdas välmå-
ende Ambition Dela information
Kortsiktighet Långsiktighet Kundservice Innovativ
Ansvarstagande Byråkrati Effektivitet Professionell ut-
veckling
Integritet Entusiasmera Flexibilitet Arrogans
Intern rivalitet Kostnads-
medvetenhet Kontroll Kaos
Individualism Manipulera Kvalitet Kvantitet
Image Hamstra informa-
tion Klandrande Internt samarbete
Övrig värdering jag vill välja: _________________________
Appendix
58
3. Vilka av de följande värderingar/beteenden representerar bäst HUR DU
VILL att Fixit skall fungera? Ringa in tio ord.
Miljömedvetenhet Tillit Engagemang Ärlighet
Principfast Anställdas välmå-
ende Byråkrati Arrogans
Försiktighet Ansvarstagande Gemensamma
värderingar Dela information
Kreativitet Anställnings-
säkerhet Ambition Vetgirig
Öppen kommuni-
kation Kundnöjdhet Konflikthantering
Finansiell stabili-
tet
Punktlighet Öppen-dörr-
policy Alla lika värda Framgång
Kortsiktighet Långsiktighet Kundservice Innovativ
Image Integritet Klandrande Internt samarbete
Vänskap Etik och moral Förträfflighet Delaktighet
Intern rivalitet Entusiasmera Kontroll Kaos
Individualism Kostnads-
medvetenhet Kvalitet Kvantitet
Omtänksam Hållbarhet Teamwork Laganda
Maktfördelning Hierarki Få erkännande Inflytande
Socialt ansvar Utveckling av le-
darskap Medkänsla Mentorskap
Vara bäst Målorienterad Flexibilitet Omvårdnad
Tillväxtfokuserad Moral/lojalitet Resultatfokus Prestation
Respekt Trovärdighet Effektivitet Professionell ut-
veckling
Övrig värdering jag vill välja: _________________________
Appendix
59
4. Vilka nyckelbegrepp nedan ANSER DU är viktiga för att uppnå ett ef-
fektivt teamwork? Ringa in sex ord.
Feedback och kon-
struktiv kritik Tolerans till ovisshet
Ansvarstagande bland
gruppmedlemmar Laganda
Ständig utveckling Tillit Brainstorming Lika bestämmanderätt
och inflytande
Hierarki i maktfördel-
ning Principfast Att själv vara bäst Image
Prestation Lojalitet Tilldelad arbetsplan
vid projektets början
Tilldelade klara rikt-
linjer
Effektivitet Kontroll Öppen-dörr-policy Tillgänglighet
Respekt till varandra Frihet att fatta beslut
inom gruppen
Att lita på varandra
inom gruppen
Öppen kommunika-
tion
Informera varandra
om individuella akti-
viteter
En stark ledare Kostnadsmedvetenhet Intern rivalitet
Engagemang till
gruppens framgång
Beroende av var-
andras kunskaper
Gemensamma värde-
ringar & mål
Erkännande av indi-
viduella framgångar
Tydliga rollbeskriv-
ningar
Alla förstår syftet
med gruppen Omtänksamhet Konfliktlösning
Övrigt nyckelbegrepp jag vill välja: _________________________
Tack för att du tog dig tid!
Om du vill ta del av undersökningens resultat, meddela ditt intresse på
Appendix
60
Appendix 3 – Survey in English
Instructions for the survey
This information is gathered as a step in our bachelor thesis at Jönköping International
Business School. The purpose is to evaluate connections between “Shared Values” and
“Teamwork”.
Anonymity is guaranteed and we will not be able to trace any information gathered
back to the respondents. The answer-sheets will not be saved. The end result will be
available at Jönköping International Business School. If you are interested in the out-
come of the survey, please contact us at [email protected].
The following survey will consist of some personal information and these four ques-
tions:
1. Which of the following values/behaviors does best represent WHO YOU ARE,
not who you would like to be?
2. Which of the following values/behaviors does best represent HOW YOU think
Fixit works today?
3. Which of the following values/behaviors does best represent HOW YOU would
like Fixit to be/work?
4. Which of the key concepts below WOULD YOU consider important to achieve
efficient teamwork?
A list of options will be presented after each separate question. Please, read
through all of the alternatives and reflect upon them before choosing.
The gathered information in this survey will be complemented with interviews at Fixit.
The survey is expected to take 10 to 15 minutes of your time. We would also take the
opportunity to clarify that this is an independent investigation made for a bachelor the-
sis, and it is not connected to Fixit as a company.
We would be grateful if you could fill out this survey before December 2nd
Thank you for your participation
Sandra Nyberg, Erik Skinstad and Anette Nilsson
Appendix
61
Personal information
Woman Man
I have been working at Fixit:
0 – 5 years
5 – 10 years
More than 10 years
I am:
I am a trainee
Consultant
Salesperson
Top-management (Department/Team)
Part of top-management group
I belong to the following department: ________________________________
Appendix
62
1. Which of the following values/behaviors does best represent WHO
YOU ARE, not who you would like to be? Circle ten words.
Socially responsible Honesty Self-actualization Safe income
Compassionate Integrity Efficient Well-being
Supporting Enthusiasm Personal development Control need
Environmentally
aware Adaptable Communicative Arrogance
Trustworthy Inquisitive Optimistic Image
Committed Takes responsibility Fear of conflicts Empathy
Proud of what you do Fair Able to handle stress Security
Ability to cooperate Cunning Thoughtful Belongingness
Listening Friendly Ethics and moral Outperform yourself
Involvement Authoritarian Influence Need of confirmation
Influence Creative Responsible Ambitious
Self-management Working moral Result oriented Short sighted
Long sightedness Service consciousness Innovative Humor
Team spirit Quality aware Goal oriented Courageous
Individualistic Being the best Caring Politeness
Respect Credible Balance in life Open
Other value I would like to choose:___________________________
Appendix
63
2. Which of the following values/behaviors does best represent HOW
YOU think Fixit works today? Circle ten words.
Being the best Goal oriented Common value
ground Nurturance
Friendship Ethics and moral Excellence Involvement
Organizational growth Long working hours Result orientation Performance
Social responsibility Caution Compassion Mentorship
Punctuality Open door policy All equally valued Success
Employment safety Development of lea-
dership Teamwork Team spirit
Open communication Customer satisfaction Conflict management Financial stability
Strong principles Caring Respect Accountability
Environmentally
aware Trust Commitment Honesty
Power distance Hierarchy Recognizing Influence
Creativity Employee well-being Ambition Information sharing
Short sighted Long term oriented Customer service Innovative
Takes responsibility Bureaucracy Efficiency Professional devel-
opment
Integrity Encourages enthu-
siasm Adaptability Arrogance
Internal competition Manipulation Control Chaos
Individualism Cost aware Quality Quantity
Image Information hoarding Blaming Internal cooperation
Other value I would like to choose:_________________________
Appendix
64
3. Which of the following values/behaviors does best represent HOW
YOU would like Fixit to be? Circle ten words.
Environmentally
aware Trust Commitment Honesty
Strong principles Employee well-being Bureaucracy Arrogance
Caution Employment safety Common value
ground Information sharing
Creativity Takes responsibility Ambition Inquisitive
Open communication Customer satisfaction Conflict management Financial stability
Punctuality Open door policy All equally valued Success
Short sighted Long sightedness Customer service Innovative
Image Integrity Blaming Internal cooperation
Friendship Ethics and moral Excellence Involvement
Internal competition Encourages enthu-
siasm Control Chaos
Individualism Cost aware Quality Quantity
Caring Development of lea-
dership Teamwork Team spirit
Power distance Hierarchy Recognizing Influence
Social responsibility Sustainability Compassion Mentorship
Being the best Goal oriented Adaptability Nurturance
Organizational
growth Loyalty Result oriented Performance
Respect Credibility Efficiency Professional develop-
ment
Other value I would like to choose:_________________________
Appendix
65
4. Which of the key attributes below WOULD YOU CONSIDER impor-
tant to achieve effective teamwork? Circle six words.
Feedback and con-
structive critique
Tolerance of uncer-
tainty
Responsibility taking
among group mem-
bers
Team spirit
Continuous develop-
ment Trust Brainstorming
Equal influence and
possibility to decide
Hierarchy in power
distance Strong principles
Being the best your-
self Image
Performance Loyalty
Assigned work plan at
the beginning of the
project
Clear guidelines
Efficiency Control Open door policy Availability
Respect of one anoth-
er
Freedom to make de-
cisions within the
group
Trusting each other
within the group Open Communication
Inform each other on
individual activities A strong leader Cost awareness Internal rivalry
Commitment to group
success
Dependences on each
others’ knowledge
Shared values and
goals
Recognition of indi-
vidual success
Clearly defined roles Everyone knows the
purpose of the group Caring Conflict resolution
Other attribute I would like to choose:_______________________________
Thank you for your time
If you are interested in the results of this survey, and thesis, please contact us at
Appendix
66
Appendix 4 – Interview questions
(2009-11-26; 2009-12-01; 2009-12-07; 2009-12-08; 2009-12-09)
Swedish English
”Team-spirit”; Hur definierar företaget detta? Hur
gör ni för att skapa motiverade lag och förankra
värderingen inom organisationen? Ge gärna konkre-
ta exempel.
Team-spirit: How does the company define
this? What actions do you take to create moti-
vated teams, and how do you anchor/tie the
value to the day-to-day operations? Please
make concrete examples.
”Honesty and Integrity”; Hur definierar företaget
detta? Hur efterföljs det och vilka konsekvenser få
det? Ge gärna konkreta exempel.
Honesty and Integrity; How does the company
define this? Do people act accordingly, and
what consequences does this have? Please
make concrete examples.
”Self-management”; Hur definierar företaget detta?
Hur uppmuntras det? Hur tar det sig i uttryck i or-
ganisationen? Ge gärna konkreta exempel.
Self-management; How does the company de-
fine this? How is it encouraged? How is it
manifested within the organization? Please
give concrete examples.
”Ambition”; Hur definierar företaget detta? Hur
mäter man det, hur kan man avgöra att en person är
ambitiös? Ge gärna konkreta exempel.
Ambition; How does the company define this?
How is it measured, on what premises do you
determine who is ambitious? Please give con-
crete examples.
”Health and Balance”; Hur definierar företaget det-
ta? Motsägelseful mot ambition. Hur jobbar Fixit
med att skapa balans för de anställda? Ge gärna
konkreta exempel.
Health and Balance; How does the company
define this? It is contradictive to ambition.
What does the company do to help create bal-
ance for the employees. Please give concrete
examples.
Vilka tre nyckelord tycker du är viktigast för team-
work? Ge gärna konkreta exempel och definitioner.
Which three keywords or attributes do you
find most important for teamwork? Please
give concrete examples and definitions.
Beskriv hur du upplever teamwork på Fixit i dags-
läget. Ge gärna konkreta exempel.
Explain how you experience the teamwork
situation at Fixit today? Please give concrete
examples.
Till vilken utsträckning delar folk med sig av kun-
skap och information inom företaget? Finns det
tydliga rollbeskrivningar inom grupperna? Kan
man lita på att andra gruppmedlemmar utför sina
uppgifter väl?
To what extent do people share knowledge
and information within the company? Are the
roles clearly defined in the teams? Can you
trust other group members to make a good
job?
Hur ser företagets struktur, lönesystem och infor-
mella arbetsprocesser ut? Ge gärna konkreta exem-
pel som är förankrade i det dagliga arbetet.
How does the company structure, pay system
and informal work processes look? Please
give concrete examples that is tied to every-
day operations.
Appendix
67
Appendix 5 – Follow-up survey interview questions
Swedish English
Om jag säger att den typiska anställda på Fixit är
ambitiös, målmedveten, har integritet, är engagerad
och har stor laganda, hur väl tycker du att det pas-
sar in på dej? Vad saknar du i beskrivningen? Ge
gärna konkreta exempel på hur detta syns i varda-
gen på Fixit.
If I say that the typical Fixit employee is ambi-
tious, goal oriented, has integrity, is committed and
shows great team-spirit, how well do you think
these words fits in the description of you? Do you
miss anything in the description? Exemplify how
this takes its toll in the day to day operations at
Fixit.
Vad är din åsikt om värderingarna på Fixit? Efter-
levs dom, eller är dom mest drilla-
de/manipulerande?
What is your opinion on the values at Fixit? Are
they active, teaching/ manipulative or passive?
Vilken är den viktigast/ dem viktigaste egenska-
pen/erna i ett team tycker du? Anser du att det fun-
gerar så på Fixit? Ge gärna exempel eller motivera
från vardagslivet.
Which one/s is/are the most important quality in a
team, in your opinion? Do you think this is the
case at Fixit? Exemplify from day to day opera-
tions.
Vår undersökning tyder på att lagandan är en av de
viktigaste egenskaperna i ett team, dessutom är det
någonting som de anställda verkar vilja att företaget
stod för. Tycker du att Fixit står för laganda idag?
Our research has indicated that Team-spirit is one
of the most important qualities of a team, this is al-
so something that the employees at Fixit seems to
agree upon. Do you think that Fixit represents
Team spirit presently?
Känner du att det ofta uppstår personliga, men ar-
betsrelaterade, konflikter i teamen? Tillexempel in-
tressekonflikter, eller på grund av missförstånd. Ge
exempel på när detta hände nyligen.
Does it, in your opinion, occur personal, but work-
related, conflicts in the work teams? For example
conflicts of interest, due to misunderstandings. Ex-
ample, a recent occurrence if possible.
Feedback och konstruktiv kritik är viktigt för att ett
team skall fungera, hur tar sig detta i uttryck på
Fixit? Fungerar kommunikationen inom och mellan
olika arbetslag?
Feedback and constructive critique is important for
a team for operate efficiently, how is this done at
Fixit? Does the communication work within and
between teams?
Associerar du Fixit, eller att gå till jobbet, mest som
positivt eller som ett måste?
Do you associate Fixit, or getting up for work in
the morning, as something positive or negative?
Finns det generella beteende mönster eller accepte-
rade rutiner som man inofficiellt vet att man bör ef-
terfölja? Ge gärna ett exempel. Tycker du att dessa
mönster och rutiner är bra? Hur hade du velat göra
istället?
Is there a general behavior, or socially accepted
routines that you, unofficially, should follow? Ex-
emplify. Do you think that these patterns and rou-
tines are good? What would you like to do instead?
Känner du dig medbestämmande eller involverad i
arbetsplatsen? Är du i allmänhet nöjd med din ar-
betsplats?
Would you say that you have the chance to partici-
pate in decision making and feel generally in-
volved in your work? Are you happy with your sit-
uation at work?
Vad tycker du att företaget står för idag, och vad
skulle du vilja att företaget stod för?
What would you say Fixit represents present-
ly, and what would you like Fixit to represent?
Appendix
68
Appendix 6 – Allocated value profiles (BNS)
Finance Fitness Client
relations
Evolution Culture Societal
Positive Future Result oriented Quality
Long term focus
Success
Employee well-
being
Goal oriented
Customer satis-
faction
Integrity
Professional de-
velopment
Development of
leadership
Creativity
Commitment
Shared values
Team-spirit
Ambition
Enthusiasm
---
Positive
current
Result oriented
Cost aware
Performance
Goal oriented
Customer satis-
faction
Organizational
growth
Ambition
Commitment
Shared values
Open communi-
cation
Limiting
current
Individualism
Long working
hours
(Source: Developed from Barrett (2008, p. 25))
