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This paper presents a systematic review of the workplace spirituality literature as characterised... more This paper presents a systematic review of the workplace spirituality literature as characterised by two factions which we have called the Crusaders and the Critics. The Crusaders are seen as authors whose work is clearly aimed at promoting the notion of workplace spirituality academically and in practice. The Critics are those who are, at the least, more reticent and calling for caution. The literature suggests very clear lines of demarcation between these two factions over about a 30 year period beginning in the 1990’s and identifies three themes in the bulk of the ‘crusader’ contributions which we have labelled as follows: functional and managerial, dualistic and reified. By way of comparison, these three themes were then compared with the results of an ethnographic study of self-sustaining spirituality communities (Buddhist and Benedictine) (Brown, 2009), and it was noted how these three themes are the antithesis of organisations with a spiritual raison d’etre to aspire too. The...

Corporate Governance and Business Ethics, 2011

Directors believe integrity is vital to the Board. Yet, no shared meaning exists about what integ... more Directors believe integrity is vital to the Board. Yet, no shared meaning exists about what integrity means. This is because its meaning is dependent on one's personal values. This paper builds on research into integrity and top teams by investigating how integrity varies by individual's personal values. It will explore how individual's definitions of integrity are based on their values, beliefs and underlying needs and call for further research into Boards' values. Data from UK society was collected from 500 UK adults, aged 18 and over. Data from European managers was collected in separate studies of 163 and 73 Owner-, Senior and Middle managers. Results of the research found that definitions of integrity vary by one's value system. Future research on Directors' values should explore how integrity differs from other directors and employees with different values. Recommendations for further research also include analysing the Board agenda to determine whether it resonates with directors' personal values to create Board engagement. A passionate Board requires integrity plus action; action without integrity equals indifference.

International Journal of Business Governance and Ethics, 2008

Int. J. Business Governance and Ethics, Vol. 4, No. 1, 2008 ... Engaging the Board: integrity, va... more Int. J. Business Governance and Ethics, Vol. 4, No. 1, 2008 ... Engaging the Board: integrity, values and the Board agenda ... Henley Management College, Greenlands, Henley-on-Thames, Oxfordshire RG9 3AU, UK E-mail: Scott.Lichtenstein@henleymc.ac. ...

Journal of General Management, 2007

Business now almost universally accepts that the primary management task is value creation. The i... more Business now almost universally accepts that the primary management task is value creation. The impact of leaders’, directors' and executives' personal values in the value creation process has been largely ignored in the literature. This paper seeks to redress the current situation by proposing that the needs and values of leaders and executives drive the vision, goals and strategies to create shareholder value. Yet, while most directors and senior managers will be at ease with pushing the organisation farther and faster in the creation of new methods to create more shareholder value, this is creating dis-ease amongst other directors, executives and the organisations' operator who have different values. This disease potentially stymies leaders' and boards' ability to create more value for shareholders. By understanding the values dynamic and asking different questions, boards and leaders can motivate the culture to create more value. The objective of this paper i...

Directors believe integrity is vital to the Board. Yet, no shared meaning exists about what integ... more Directors believe integrity is vital to the Board. Yet, no shared meaning exists about what integrity means. This is because its meaning is dependent on one’s personal values. This paper builds on research into integrity and top teams by investigating how integrity varies by individual’s personal values. It will explore how individual’s definitions of integrity are based on their values, beliefs and underlying needs and call for further research into Boards ’ values. Data from UK society was collected from 500 UK adults, aged 18 and over. Data from European managers was collected in separate studies of 163 and 73 Owner-, Senior and Middle managers. Results of the research found that definitions of integrity vary by one’s value system. Future research on Directors ’ values should explore how integrity differs from other directors and employees with different values. Recommendations for further research also include analysing the Board agenda to determine whether it resonates with dir...

This study concerns the behavioural aspects of strategic decisions and focuses on the role of exe... more This study concerns the behavioural aspects of strategic decisions and focuses on the role of executive values in strategic decisions and its performance impact. The study investigates the relationship between strategic-, executive values- and goal orientation, contextual variables and their impact on performance. The research extends Thomas and Ramaswamy's (1996) examination into the leadership-strategy relationship, which confirmed that particular executive characteristics impact performance of the Miles and Snow's (1978, 1994, 2003) strategic typologies. The current study extends their research by: i. Using primary rather than secondary data, ii. Expanding the number of Miles and Snow (1978, 1994, 2003) typologies tested from two (prospectors and defenders) to all four (including analyzers and reactors), iii. Introducing the new constructs of executive values and goals, iv. Extending the performance construct to include operational as well as financial measures of perform...

Strategy through Personal Values

Corporate Governance and Business Ethics, 2011

International Journal of Business Governance and Ethics, 2008

Journal of General Management, 2007

Directors believe integrity is vital to the Board. Yet, no shared meaning exists about what integ... more Directors believe integrity is vital to the Board. Yet, no shared meaning exists about what integrity means. This is because its meaning is dependent on one’s personal values. This paper builds on research into integrity and top teams by investigating how integrity varies by individual’s personal values. It will explore how individual’s definitions of integrity are based on their values, beliefs and underlying needs and call for further research into Boards ’ values. Data from UK society was collected from 500 UK adults, aged 18 and over. Data from European managers was collected in separate studies of 163 and 73 Owner-, Senior and Middle managers. Results of the research found that definitions of integrity vary by one’s value system. Future research on Directors ’ values should explore how integrity differs from other directors and employees with different values. Recommendations for further research also include analysing the Board agenda to determine whether it resonates with dir...

Strategy through Personal Values