| This dissertation consists of an introduction, a methods section, three empirical papers, and a conclusion on value-based organizations with strong organizational identities. The introduction outlines literature that describes what value-based organizations are, what benefits they offer to their members, and what risks and challenges can occur within them. The methods section describes the data collection and data analysis procedures for the three empirical papers. Paper 1 explores some of the strengths and weaknesses of value-based organizations, and some of the paradoxical challenges that can occur within them. Using the competing values framework, the results indicate that the value-based organizations explored in this research relied most heavily on behaviors associated with the Human Relations and Rational Goal quadrants, and underemphasized behaviors associated with the Internal Process and Open Systems quadrants. While the results found that value-based organizations should avoid problems that can occur when overemphasizing behaviors associated with the Human Relations and Rational Goal quadrants, the results also argue that behavioral strengths can be helpful when they are integrated with other behaviors that managers are trying to improve. Paper 2 explores some various ways that value-based organizations can enhance the commitment of their members. The results found several strategies and work practices that were designed to enhance the commitment of members in one of four different ways, through: 1) attracting members with affinity, 2) socializing members to emulate others, 3) cultivating internal motivation, and 4) inducing external motivation. The findings show that utilizing diverse strategies and work practices is important when members have a multitude of interests and are identified with their organization to varying degrees. Paper 3 explores how value-based organizations can be flexible and adaptable enough to remain viable within a turbulent external environment, while, at the same time, preserving a sense of continuity and stability that helps to maintain the commitment and unity of their members. While effectively managing paradox oftentimes involves balancing competing behaviors, the results found that stability and change could become synergizing, and sometimes even interact imperceptibly when managed effectively. Lastly, the conclusion explores various themes that were addressed in all three papers. |
