SHARED VALUES

Phuoc D. Nguyen

The challenges that can arise when organizations or cultures do not share the same values are missing employee engagement, not meeting new needs, reducing efficiency, not creating differentiation, and reducing market size. Dennis (2016) states “When people experience a high degree of alignment between the mission/vision of the company and their personal values, engagement becomes far easier to ignite.” (P. 32). Porter and Kramer (2011) demonstrate “The concept of shared value resets the boundaries of capitalism. By better connecting companies’ success with societal improvement, it opens up many ways to serve new needs, gain efficiency, create differentiation, and expand markets.” (p. 52). When leaders fail to align corporate mission/vision, and organizational values to employees’ values then they have also failed to share values to their employees in different cultures. This leads to the existence of different cultural values which they have not matched.

When organizations or cultures do not share the same values that are leader’s responsibility to learn different cultures, customs, and beliefs to adapt and integrate them into corporate core values. McDermott (2008) suggests “Leaders should consider the prevailing social, economic, and political conditions when leading people from different age groups and cultures during different time periods and in various countries.” (p. 235). Further, leaders should instruct and teach employees about organizational culture and core values. Vauclair (2009) proposes “Shared values serve a purpose in social groups or cultures. Shared values are general guidelines that regulate the behavior of its members so that collective life is organized and individuals interact more smoothly. New members are explicitly and implicitly taught what is appropriate or socially desirable.” (p. 64). Global leaders develop global communication strategies including shared values and multi-cultural plans to instruct and train employees and develop global leaders. Lawrence (2015) suggests “It is only through the development of a global communication strategy that organizations can support individuals as they develop the competencies required to ensure their shared survival and success.” (p. 56). Additionally, global leaders establish shared values communication channels and internal communication systems within every subsidiary to exchange, learn, study, train, and create forums on shared values.