In the article “Organizational Values and Corporate Strategy,” Guth and Tagiuri state that “An organization’s culture is largely determined by the personal values of its members.” This insight reflects my own experiences in the real world relating to group projects in college classes. When team members share similar values and objectives, collaboration thrives, leading to outstanding results. For example, I remember a particular project where our mutual commitment to integrity and excellence created a positive atmosphere, helping us achieve amazing outcomes. Conversely, in teams where values differ, misunderstandings and tensions can arise, preventing progress.

This concept of shared values extends to the larger world of not only companies but also organizations. Companies that align their culture with their core values often see better workforce involvement and customer allegiance. A prime example is Patagonia, a company renowned for its environmental commitment. By incorporating sustainability into its culture, Patagonia has promoted a strong connection with its customers, supporting its brand identity. Employees take pride in their work, knowing they contribute to a mission they believe in.

However, while these dynamics often play out positively in the real world, there can also be difficulties faced. Not all organizations successfully apply their stated values, leading to disappointment among staff and clients. This gap can lead to a breakdown in trust and involvement, which stands in stark contrast to the ideal situation where values and culture are perfectly aligned.

Eventually, the relationship between personal values and organizational culture is significant. It highlights how shared principles can enhance collaboration and drive success, both in academic settings and within the corporate world.

Source: https://hbr.org/1965/09/personal-values-and-corporate-strategy