Core Values in Saudi

VOLUME 21 ISSUE 1
Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

Organizational Cultures
An International Journal
_________________________________________________________________________
A Qualitative Investigation of Employees’

Perceptions toward Core Values in a
Saudi Organization
MOHAMED MOHIYA
ORGANIZATION-STUDIES.COM
EDITOR
Ross Brinkert, Penn State Abington, USA

ACTING DIRECTOR OF PUBLISHING
Jeremy Boehme, Common Ground Research Networks, USA
MANAGING EDITOR
Helen Repp, Common Ground Research Networks, USA
ADVISORY BOARD
The Organization Studies Research Network recognizes the
contribution of many in the evolution of the Research Network.
The principal role of the Advisory Board has been, and is, to drive
the overall intellectual direction of the Research Network.
A full list of members can be found at
https://organization-studies.com/about/advisory-board.
PEER REVIEW
Articles published in Organizational Cultures: An International
Journal are peer reviewed using a two-way anonymous peer review
model. Reviewers are active participants of the Organization Studies
Research Network or a thematically related Research Network. The
publisher, editors, reviewers, and authors all agree upon the following
standards of expected ethical behavior, which are based on the
Committee on Publication Ethics (COPE) Core Practices. More
information can be found at:
https://organization-studies.com/journals/model.
ARTICLE SUBMISSION
Organizational Cultures: An International Journal
publishes biannually (June, December). To find out more
about the submission process, please visit
https://organization-studies.com/journals/call-for-papers.
ORGANIZATIONAL CULTURES: ABSTRACTING AND INDEXING
AN INTERNATIONAL JOURNAL For a full list of databases in which this journal is indexed, please visit
https://organization-studies.com https://organization-studies.com/journals/collection.
ISSN: 2327-8013 (Print)
ISSN: 2327-932X (Online)
RESEARCH NETWORK MEMBERSHIP
https://doi.org/10.18848/2327-8013/CGP (Journal)
Authors in Organizational Cultures: An International Journal
are members of the Organization Studies Research Network or a
First published by Common Ground Research Networks in 2021
thematically related Research Network. Members receive access to
University of Illinois Research Park
journal content. To find out more, visit
60 Hazelwood Drive
https://organization-studies.com/about/become-a-member.
Champaign, IL 61820 USA
Ph: +1-217-328-0405
https://cgnetworks.org
SUBSCRIPTIONS
is available in electronic and print formats. Subscribe to gain access to
content from the current year and the entire backlist. Contact us at
is a peer-reviewed, scholarly journal.
cgscholar.com/cg_support.
COPYRIGHT
ORDERING
© 2021 (individual papers), the author(s)
Single articles and issues are available from the journal bookstore at
© 2021 (selection and editorial matter),
https://cgscholar.com/bookstore.
Common Ground Research Networks
All rights reserved. Apart from fair dealing for the purposes of study, HYBRID OPEN ACCESS
research, criticism, or review, as permitted under the applicable Organizational Cultures: An International Journal
copyright legislation, no part of this work may be reproduced by any is Hybrid Open Access, meaning authors can choose to make their
process without written permission from the publisher. For permissions articles open access. This allows their work to reach an even wider
and other inquiries, please contact cgscholar.com/cg_support. audience, broadening the dissemination of their research. To find out
more, please visit
https://organization-studies.com/journals/open-access-articles.
DISCLAIMER
The authors, editors, and publisher will not accept any legal
responsibility for any errors or omissions that may have been made in
this publication. The publisher makes no warranty, express or implied,
Common Ground Research Networks, a member of Crossref with respect to the material contained herein.
A Qualitative Investigation of Employees’
Perceptions toward Core Values in a
Saudi Organization
Mohamed Mohiya,1 Prince Sattam Bin Abdulaziz University, Saudi Arabia
Abstract: The present study focuses on employees’ perceptions about the core values of a Saudi Organization. A value
is a belief that directs the actions and attitudes; it is a principle that communicates what is right and what is wrong.
Company core values are an organization’s fundamental beliefs in which employees put trust. Core values are the
highest values in a business environment that guide an organization’s behavior, integrate its employees, and establish

its brand. The study is based on the data collected from the Saudi Organization’s employees by indirect interview
methods on the company core values. The document analysis is used in the present studies obtained from a novel source
through an internal technological platform containing employees’ interactions and discussions about the Saudi
Organization’s core values. This article demonstrates how employees from a Saudi Organization perceive a value
statement of the company. This research is based on the thematic analysis to examine qualitative data; this technique is
usually applied to collecting texts, such as descriptions of interviews. The study’s result depicts a positive attitude of the
employees toward the company’s core value statements. The research further indicates that employees are attached to
the company core values and remain for a long time if the company recognizes and rewards its employees.
Consequently, this moves the company toward success and creates value among the employees.
Keywords: Core Values, Employees Perception, Saudi Organization, Qualitative,

Document Analysis, Thematic Analysis
Introduction
A “value” is a belief that directs the actions and attitudes; it is a principle that
communicates what is right and what is wrong. Company core values are an
organization’s fundamental beliefs in which employees put trust. Core values are the
highest values in a business environment that guide an organization’s behavior, integrate its
employees, and establish its brand. Core values are reflected in individual behavior and express
the beliefs of employees in the company policies and strategies.
Core values are the guiding principles that help establish how well the company will act in
business and, when they have an additional responsibility to serve society, even beyond. Every
company operates on certain core values. Core values are generally reflected in the statement of
the mission of the organization (Agle and Caldwell 1999; Broms and Gahmberg 1983). The
company’s core values enable the organization to ensure that each employee works toward the
same common goal, from top management to entry level, and serves a strategic purpose.
Companies continue their struggle to carve out their challenging market gap in the highly
competitive global, modern business. This question is reflected in many cases across the
delivery of excellent service, regardless of whether the organization’s main product is a
physical product (Vargo and Lusch 2014). In line with the development of outstanding service,
innovation in the company’s brand is regarded as a strategic tool in the pursuit of a competitive
edge (Henkoff and Sample 1994). The formation of a positive brand and the provision of
anticipated quality of service are predicated on employees’ willingness to meet industry
standards. This article discusses the differential influence of core values that internally focused
1
Corresponding Author: Mohamed Mohiya, Assistant Professor in Human Resources Management Department,
College of Business Administration, Prince Sattam Bin Abdulaziz University, Al-Karj, Riyadh, 16278, Saudi Arabia.
email: m.mohiya@psau.edu.sa

Volume 21, Issue 1, 2021, https://organization-studies.com
© Common Ground Research Networks, Mohamed Mohiya, All Rights Reserved.
Permissions: cgscholar.com/cg_support
ISSN: 2327-8013 (Print), ISSN: 2327-932X (Online)
https://doi.org/10.18848/2327-8013/CGP/v21i01/91-107 (Article)
ORGANIZATIONAL CULTURES: AN INTERNATIONAL JOURNAL
programs have on the employees of a company and its consequent effects on the organization’s
brand. Core values are the basic principles of an individual or organization. These control
actions and can help people understand the difference between right and wrong. Core values
often help businesses create an unwavering roadmap to decide if they are on the right track and
achieve their objectives (Posner and Schmidt 1984). Value is generated through the business
strategy of a company that receives feeds from the capitals and integrates them to generate
results and effects through company practices and interactions that, in the short, medium, and
long term, build or eliminate value for the company, its stakeholders, community, and the
environment.

Importance of Core Values
Dolan (2011) states that values are acquired and preserved strategic lessons. The various
principles often call for alternative strategies: the business cultures’ strategic priorities are
business domination, big goals, competitiveness, whereas the main priorities of the clan cultures
are employee growth and commitment-oriented (Cameron and Quinn 2006). Core values
underpin the company’s mission and help to shape its culture. These are the essence of the
identity of the organization-its values, ideologies, and beliefs. Many corporations concentrate
mainly on technological skills but sometimes neglect the fundamental skills and abilities that
help their businesses operate efficiently (Borg et al. 2009). Communication between employees
is vital for a better organizational culture, employee happiness, motivation, and commitment
(Nahapiet and Ghoshal 1998). Core values reassure clients and prospective customers about
what the business is about and explain the company’s brand (Pappu, Quester and Cooksey
2005). Following specific fundamental values that communicate to the community is a
competitive advantage, particularly in this competitive world.
Value Creation in Employees
The core values are essential as the company grows. They work as a critical guiding force for
running the company. Fostering such core values is essential to achieve an organization’s
strategies and maintain a healthy workplace environment, which ultimately increases
employees’ motivation and productivity. Value creation is necessarily about innovation
(Sandhya and Sulphey 2020; Sharma and Vredenburg 1998). The following values are what
organization should consider to ensure each employee’s awareness and understanding:
 To understand the vision and mission of the company
 To implement the strategy
 To act in a way that aligned with business objectives
 To concentrate on the performance of the team
 To optimizes the efforts
 To reduces the disruptions and loss
(Pappu, Quester and Cooksey 2005)
Employees Strive to Replicate Core Values
The core values guide the business and help everybody in the organization achieve its goals.
Business values are not only an internal affair of the company or limited to just some employees
(O’Reilly and Chatman 1996). Instead, it is anticipated that businesses will share their values
publicly and with the employees. The core values of the business should be acknowledged
among employees. The following points suggested by Stern and Deimler (2012):
92
MOHIYA: INVESTIGATION OF EMPLOYEES PERCEPTIONS TOWARD CORE VALUES
 Deliberate: A set of universal ideals should not be the values. These ought to be
unique for your business and must align with the aims of your company
 Choose: Instead of seeing the beliefs as faiths, view them as decisions. However, most
businesses will say they think client service is significant.
 Cost: Values come with an intrinsic expense as with any decision. Ensure you are
ready to follow your business’s core values even when avoiding them would be more
comfortable or cheaper. Values that contribute nothing for you are not worthwhile.
 Action: Values lacking conviction are nothing more than meaningless words. For
example, if you suggest that your company encourages innovation, you cannot
suppress employees with an attitude of “this is how it’s been done.” Instead, you can

actively promote and talk about fresh ideas.
 Timeless: Though your organization’s policies and tactics may change with time, the
core values will remain constant. Whatever economic conditions, market opportunities,
economic advantage, or business trends, pick principles you can abide by.
Several enterprises concentrate more on technological skills but sometimes neglect the core
technical skills that help their businesses run smoothly. Great core values provide the enterprise
with both internal and external advantages. The literature review of the current study focuses on
previous studies conducted to identify companies’ effectiveness. The researcher conducted an
in-depth review to determine the qualitative aspects of core values in the companies and the
employees’ perception of the values.
Review of Literature
Theoretical Underpinnings
This present study is based on Institutional Theory of Organizations (ITO). Organizations are
part of wider environment and have to deal with external and internal influences, including
cultural differences, structural regulatory policy, digitalization, competition, interpersonal
relationships, and so on. Due to this, organizational efficiency is constantly subjected to
redefinitions (Berthod 2016). This redefinition can be effectively taken care of by creating a
form of “institutionalization” within the employees. Institutions, according to ITO, include the
beliefs, rules, roles, and certain symbolic elements that can affect organizational arrangements.
The theory proposes a “new” institutionalism, which distinguishes itself from the earlier
treatment of organizations as institutions, wherein problems associated with power, politics, and
change were highly prominent. Institutions, according to the theory, involve those beliefs, rules,
and roles that can affect the organization (Scott 1991). The beliefs and rules could be regulative,
normative, or cognitive (Scott 2013), which could explain the various choices of employees in
the formal organizational structures and practices (DiMaggio and Powell 1983). The values of
employees originate from these beliefs.
Employee Values
Values remain an issue of concern about how these contribute to action and choice, particularly
values concerning ethical decision making. Researchers discovered that employee values
appeared to be associated with certain values established in their work environments (Adkins,
Russell, and Werbel 1994; Posner 1992; Schmiedel, vom Brocke, and Recker 2015; Kinias and
Sim 2016). The concept of corporate culture is often used interchangeably with corporate values
(Barrow and Mosley 2011; Minchington 2010). The normal framework is a set of core values
institutionalized by corporations with strong positive cultures. Such values help individuals in
recognizing their organization and contribute to strengthen the relationship between the
93
organization and its employees (Howard 1990). In today’s business world, most companies,
particularly multinational companies, face challenges because of an unstable global economy.
Subsequently, these companies are deeply concerned about their organizations’ reputation and
image (Cheney and Christensen 2001). Thornbury (2003) explained that core values are the
principles of the organization’s deep roots that have been around for a long time, reflecting the
core of an enterprise (Neubert, Hunter, and Tolentino 2016; Saltzstein and Saltzstein 2001). The
transparency and complexity of organizational principles concerning ethical issues directly
affect managers’ behavior toward ethical decision-making (Galie and Bopst 2006). Even though
a person maintains the proper moral agency about his or her acts, studies demonstrate that
management’s moral philosophies and values significantly impact employees’ ethical decisions

and attitudes (Wimbush and Shephard 1994).
Vitell and Ramos-Hidalgo (2006) examined the effect of corporate culture and its ethical code
on individuals’ moral-ethical behavior and decision-making. Humble, Jackson, and Thomson
(1994) explored how cultural values within a company continue to change. They claim that values
exist independently. They contribute only to the mission and policy of an organization in a wider
context. Core values are characteristics or attributes that are not only essential but hold the highest
objectives of an entity or an institution, are deeply held principles and basic driving forces (Lings
2004; Scott 2016). Values play an essential role in the motivation and efficiency of employees. A
workforce with a capacity for inspiration is an organization that has defined and explored the
ideals workers choose to work under (Pagano, Panetta, and Zingales 1998). Lencioni (2002)
advocates for considerable opportunities to pursue specific shared values within an organization,
thereby clarifying the corporate identity, separating the company from rivals, and creating a
rallying point for employees (Lencioni 2002).
Asgary and Mitschow (2002) proposed that the need for further global adoption of
international business values and international corporate codes has emerged due to the increased
globalization of the world economy. Humble, Jackson, and Thomson (1994) clarified that values
in a rapidly connected world could provide harmony and a shared understanding for businesses. It
is suggested that values can serve as a corporate basis, building the whole business around
(Mackay et al. 2017). Corporate values also require a description of the corporate culture, which is
another major issue for companies (Andersen 2017). DeGeorge and Zeckhauser (1993) try to
argue for values as a critical factor in building unity and empowering people across an enterprise
due to diversification and organizational development. Schein (2010) indicated that organizational
leaders establish the environmental factors for the creation of company culture, and therefore that
leadership is directly linked to influencing other people’s values and behaviors. Brown, Trevino,
and Harrison (2005) presented an insightful analysis of one possible medium for sharing
organizational values and how ethical workplace habits can be shaped.
Organizational values offer an opportunity to create a corporate culture, and those common
values form their employees’ expectations and attitudes (Hantzopoulos 2013; Duff, Rubenstein,
and Prilleltensky 2016; Cable and Edwards 2004). Values affect the professional and personal
way in which individuals lead their lives. For example, values affect the employees’ attitudes
and behavior toward their employer (Braun and Clarke, 2006).
Research Gap
Throughout the current literature review, it is noted that several studies have been conducted to
measure the understanding of organizational culture, work environment, and business ethics.
Still, there is a lack of insight in the context of core values and perception of workers
concerning core values. This research identifies a clear gap between core values and
Institutional Theory of Organizations (ITO).
94
Objectives of the Study

The objectives of this study are as follows:
 To investigate the perception of core values among the employees of a Saudi
organization.
 To suggest a solution to possible problems resulting from the development and
implementation of values in employees.
Methodology

The current study pursues a qualitative approach to address the research question. In a
qualitative study, Holme and Solvang (1997) provide a deeper, in-depth examination of an
actual situation instead of a shallow description of a range of projects. Philosophers and
scientists have generally argued that all knowledge is theoretically charged, and all approaches
are logically driven (Morgan 1983). To strengthen the interpretation of theoretical knowledge,
qualitative analysis is used (Guba and Lincoln 1994). Qualitative research helps the researcher
to generate quality information and observations, which can explore the respondents’ realistic
behavior or conduct (Kuper, Lingard, and Levinson 2008).
Qualitative analysis contributes to the research by observations, descriptions, and
perceptions of individuals and has tremendous potential in explaining their behaviors,
perceptions, values, possible consequences, and how they have changed over time (O’Brien et
al. 2014). This concept has since been embraced as it opens up more paths in the study process
and helps researchers better answer the research problem.
The advantage of qualitative methodology is that it allows the researcher to gain a greater
and in-depth perspective into the insights of the participant because it provides the opportunity
for the power of words to prevail. An example is a document analysis. Instead of tick boxes and
Likert scales (quantitative research), qualitative research asks for self-expression and an
interpretation of how the subject feels and understands about the corporate core values. A
qualitative approach seeks answers to questions that stress how employees’ experience and it
creates and given meaning. In contrast, quantitative studies emphasize on the rigid measurement
and limited analysis of causal relationships between variables. Therefore, qualitative approach
is appropriate for the present study.
Research Method
The particular approach the present research adopts is document analysis extracted from an
organization’s technological platform. Analysis of documents, like any other qualitative
analysis approach, demands that the data be analyzed and interpreted to question significance,
gain understanding, and establish empirical knowledge (Rapley 2008). The documents used in
the present study were obtained from an internal technological platform containing employees’
interactions and discussions about the Saudi Organization’s core values. The company has
encouraged its workers to communicate freely with one another and speak on the company’s
core values. The document analysis was developed from employees’ first-hand observations,
without the researcher’s intervention, which minimizes bias potential. All records contain
unedited text directly taken from the participant’s website and unchanged (Merriam 1988).
Analysis Method
Thematic analysis was conducted to analyze the present study’s data sources, as it provided
some consistency in the methodology while examining qualitative data. Thematic Analysis
95
(TA) is the basic tool used to examine the documents. It is a simple tool for analyzing
qualitative data derived from various sources, and it provides versatility through qualitative
research. TA assists in identifying, interpreting, and reporting themes inside the data (Braun and
Clarke 2006).
Sampling Method
A manual coding procedure has been conducted in the present work to allow the author the
chance to comment on the results (Jones, Wicks, and Freeman 2017). Furthermore, even though
the investigator has invested substantial time and energy in the reading of the organizational

data, it can be concluded that no major contextual variables have been ignored. This means that
the feedback on a document is chosen non-randomly by purposive sampling. A total of 100
comments written and posted by employees about their corporate values on the organizational
technological website, and ninety-nine relevant respondents’ comments were found on core
value and organizational importance.
A rational review of the literature shows that such a work adopts this qualitative method,
document analysis, to analyze employees’ opinions on the value and organizational values. The
data was obtained from an internal-organizational technology platform, respondents replied
honestly, and without the pressure to be included in a survey. Therefore the employees’ remarks
are real and unadulterated. This approach guarantees the accuracy of more honest and accurate
results.
Result and Discussion

The qualitative analysis arrived at outcomes related to perceptions toward core values of
existing employees serving in the Saudi Organization. The following themes are taken out of
the data by deeply analyzing the documents. The themes are given in the frequency, percentage,
and ranking. The findings of the study are described in Table 1.
Table 1: Frequency, Percentage, and Ranking of Themes about Core Values of 99 Respondents
Themes with relation to Core Values Frequency Percentage Ranking
Employer Branding 72 71 1
Recognition of Employees 3 2 9
Profit and Employees 4 3 8
Employees Satisfaction 5 4 7
Organizational Culture 7 6 5
Employees Reliability 9 8 4
Better Communication 5 4 7
Success in Business 9 8 4
Employees Accountability 7 6 5
Fairness Policy 6 5 6
Employees Commitment 10 9 3
Employees Safety 11 10 2
Source: Mohiya
The above themes are found in the data after analyzing the documents after content analysis.
The themes set out in the table are explained in-depth step by step.
96
Employer Branding and Values
In the present study, employees believe that the Saudi Organization’s core values focus on the
organization’s success and these core values of business help develop the employees’ attitude.
These core values play a significant role in a business’s brand strategy and create a better and
reliable distinguishing component in the employees. Branding of businesses is progressively
shown as a philosophy to assure that the brand promise is provided to staff members by
molding employees’ attitudes. Traditional brand management frameworks give employees low
priority as brand builders with a greater focus on external problems such as the image of the
company. Employee branding made significant contributions to the need to harmonize the

values and attitudes with both the brand’s intended values. Employees are better informed about
the relevance of culture in building a brand and discuss whether an effective, strategic
appropriate culture can be involved with sustainable brand reliability in a company. The value-
systems-driven companies achieve better brand and business efficiency. Approximately more
than half of the majority of employees agreed that branding means recognizing, identifying, and
feeling for employees the company possesses and vision, diversification, reliability, and
integrity in the workplace. At the workplace, it definitely takes the organization toward success
and creates value employees.
Employer branding points to a company’s image as an employer and its business model for
its employees (Barrow and Mosley 2011). Minchington (2010) proposed that a company profits
from workplace branding when seen as an excellent place to work in the eyes of existing
employees and potential business stakeholders. It is not by accident that great work
environments arise, but rather from conscious and systematic strategies aimed at gaining,
motivating, and sustaining workers. In reality, employer branding results from an organization’s
effort to demonstrate to current and prospective workers that it is a suitable company to work
(Lloyd 2002). The extent to which a business’s expected employer brand suits its workers’
company culture and values perceptions dictates the employer brand’s effect on the
marketplace.
Values-based Recognition of Employees
Recognition of employees is the immediate, indirect, or direct appreciation of the actions,

initiative, or workplace outcome of an employee or group that reflects the values and goals of
the company and that was explicitly beyond reasonable expectations (Bilsky, Gollan, and
Döring 2008; Borg et al. 2009; Pappu, Quester, and Cooksey 2005). Initial observations from
the data suggest that there is a link between employees’ reaction to the gratitude shown by
acknowledging their great work as it indicates that they value their work. According to the
employees’ opinion, honor and recognition are necessary for an outstanding workplace and
sustainability for the coming generation as it creates value among the employees. Few
employees viewed that the company’s recognition and profitability have a direct relationship;
moreover, they feel that the profitability of the Saudi Organization may increase if employees
are acknowledged for their efforts (Sulphey and Alkahtani 2017).
Profit and Employees Values
The business’s profit and values are related in terms of relationship that when company makes
large profits, they share the profits with the stakeholders, i.e., employees and shareholders, in
the form of bonuses and dividends (Goss and Roberts 2010). Few employees believe that the
values of the Saudi Organization impact the business’s culture, brand, and business strategies.
Employee success depends on the company’s earning capacity; if the company is making more
profit, it gives employees more return, which leads to higher employee attitude. The employees
97
also believe that the company’s success relies on earning more wealth and creating values
(Svetlik 2004). Moreover, it ensures long-term stability and confidence within the employees
(Heinkel, Kraus, and Zechner 2001; Pantzalis and Park 2009; Fama and French 2007).
Employees Satisfaction and Values
A few employees in the Saudi Organization believe that their organization’s core values have
credibility, respect equality, integrity, and togetherness. Consequently, they believe these values
contribute to employee satisfaction (Knoop1994). The theoretical evidence from the data
indicates that the set of features of employee satisfaction, such as profit, recognition, reliability,

achievement, and fairness, affect the value of the company in a context that greater employee
satisfaction increases the company’s value. Employees believe that firms with greater levels of
employee satisfaction in terms of core value are generally superior to “usual” firms. Employee
satisfaction and values can also be enhanced by creating confidence, clearly communicating,
and building trust (Neubert, Hunter, and Tolentino 2016; Saltzstein and Saltzstein 2001;
Cheung and Scherling 1999)
Organizational Culture and Core Values
The analysis of the findings reveals that some employees believe that organizational culture as a
core value motivates employees’ learning, increases communication effectiveness, enhances
decision-making, and resolves conflict among employees. It is the Saudi Organization’s
employees’ opinion that organizational culture primarily shapes attitudes, actions, and
understanding of employees. The research further shows that the organization’s culture helps
improve the company’s efficiency, and the culture creates a sustainable competitive edge and
employee values and beliefs (Zohar and Hofmann 2012; Denison and Spreitzer 1991; Lim
1995). Relationships between core values and ethics have been observed by Jin and Dorzdenko
(2010). Employees also agreed that a healthier culture increases employees’ loyalty and
strengthens relationship between superiors and subordinates (Barney 1986; Bloor and Dawson
1994; Cameron and Quinn 2011; Hartnell, Ou, and Kinicki 2011)
Employees Reliability and Values
The Saudi Organization’s employees believe that aligning with a company’s values is not only
one of the main reasons that employees love where they serve. A good number of employees
from the sample having the viewpoint that core values for organizations such as realism,
trustworthiness, and creativity become the foundation of a healthy business environment
(Berson, Oreg, and Taly 2008; Jaw et al. 2007). The employees believed that the Saudi
Organization values workers who are ready to work hard and understand. This positive core
value leads to employees who perform and overcome work-related challenge (Chor, Coutinho,
and Laurenti 1999; Gursoy, Chi, and Karadag 2013; Kuchinke 1999).
Better Communication and Core Values
Few employees in the Saudi Organization believe that each department/business line has certain
values and that it is important to increase communication with other departments within the
company to share those values with its employees. An interpersonal communication gap was
found between the employees and the management. Good communication leads to teamwork,
maintains healthy relationships, and creates a good environment in the organization. The
employees also feel that better communications must be a priority of the core value agenda,
most of the time before values are implemented. Managers fail to efficiently and effectively
98
seek feedback from employees. The next phase in adoption occurs as organizational values are
determined and shared across the enterprise for better communication. Malbašić and Brčić
(2012) analyze the communication mechanism with the stakeholders.
Leaders who recognize and use core values have a better chance to implement them in the
enterprise and match the employee’s behaviors with the company’s overall goal. Grof (2001)
examined the role of communication in the processes of core values formation and execution.
Communication’s most crucial function is to transmit and interpret information. These shared
values among multinational employees can help with a higher level of confidence and a better
understanding and communication (Nahapiet and Ghoshal 1998).

Success and Values in Business
A good number of employees in the Saudi Organization believe that the core values contribute
significantly to a better and healthy workplace. These values offer motivational meaning to
behavior that helps the company’s core business and guides activities (Gorgievski, Ascalon, and
Stephan 2011). Employees believe that the company’s success lies within the fundamental
values and core values embedded in the attributes given, such as transparency, communication
fairness, respect integrity confidence, equality, and job security (Aronoff and Ward 2011;
Schiebel and Pöchtrager 2003). The research reveals some of the employees perceive that
employees are motivated by the company’s core values to grow and develop their attitude. This
is in line with the findings of Berkhout and Rowlands (2007). The Saudi Organization is a
successful company with several core values that support its employees in achieving personal
goals and organizational goals, and it is important to encourage ideas for the development of
employees at all levels of the business (Kinias and Sim 2016; Mackie 2018; Schmiedel, vom
Brocke, and Recker 2015; Sulphey 2020).
Accountability and Core Values
The employees at the Saudi Organization believe that accountability is supported by their
organization as a core value, and applied accountability significantly impacts work and
performance. Employees believe that the core value of accountability is not transparent enough
because there is an ambiguous explanation and application of accountability as a core value. It
will result in defective and deteriorating the company’s values (Soltani and Maupetit 2015;
Kilby 2006). Employees also agreed that accountability is an incredibly challenging language
and mechanism for addressing communication commitment, teamwork, and eventually
delivering the company’s expected core goals. Employees feel that accountability is seen and
endorsed by everyone in the organization with a sense of clarity and reliability (Hulstijn and
Burgemeestre 2015; Louis and Mintrop 2012; Chisolm 1995; Lindberg 2009; Waddock 2004).
Fairness Policy and Core Values
Some of the employees demonstrated a positive perception toward the fairness policy of the
company; that it urges the employees to follow ethical standards at all aspects of work and
fairness and helpsin creating the right environment. The company policy to treat their
employees equally is well aligned with the core values of the company. The employees also
believe that fairness enhanced the organization’s commitment (Peterson 1994; Hantzopoulos
2013; Duff, Rubenstein, and Prilleltensky 2016; Skitka and Bravo 2005).
99
Employees Commitment and Core Values
Most of the employees demonstrated a positive perception about the commitment and values of
the company. The employees believe that employee commitment contributes to group activities,
such as teamwork, and to creating a business work environment, or work culture (Dessler 1999;
Dolatabadi and Safa 2010; Sulphey 2019). The employees are most engaged with their jobs and
work to be happy and effective. They also feel proud both internally and externally for their
company values that control the organization’s work environment. Employees who were
committed toward the company proved to be an asset to the organization and became loyal

toward the company values. Some of the employees also believe that commitment toward the
organization makes a connection to their company, feel like they match well the company and
think that they recognize the company’s goals and values (Obalola, Aduloju, and Olowokudejo
2012; Dahlgaard and Dahlgaard 2003; Wallace, de Chernatony, and Buil 2011; Liu and Cohen
2010; Dehaghi 2012).
Employees’ Safety and Core Values
Most of the employees revealed a positive attitude toward the safety and value of the company.
Most of the employees are concerned with positive corporate culture, workplace safety, and
wellbeing effects. The employees shared a common view about the values and continue to drive
methods to avoid workplace injuries in the working environment. Employees have expressed a
vital concern for safety culture, respect people, and demand a safe and secure workplace (Agwu
2012; O’Toole 2002). Workplace staff is perceived as the most important resource, and together
with productivity, quality and compensation, security and health are valued in the company
(Quartey 2017; Martínez-Córcoles 2011; Guldenmund 2000; Scott 2016).
Conclusion, Suggestions, and Implications

This study is based on qualitative analysis using document analysis method. Based on a
thematic analysis technique, the results show that the core value of employee branding has the
most significant impact on employees’ attitudes and behavior in the workplace. Other themes,
like employee commitment and employee safety, have some significance. The analysis found
that employees who felt committed toward the company proved to be an asset to the
organization and were loyal to the company values (Malbašić and Brčić 2012). This research
concludes that organizational values may have a significant impact on employees’ skills
(Barrow and Mosley 2011). The study indicates that the corporate values of an organization
affect not just the attitude of its employees in the working environment but also, in some cases,
their global/multinational set of values outside of the work environment (Gond and Herrbach
2006). Organizational values are now becoming increasingly valuable in shaping employees’
behavior in the workplace. The study’s results reveal there is an ambiguity and unclear
understanding about corporate and workplace cultures, and their value-interrelation. A
company’s cultural identity is crucially essential for the standard and values of its employees
(Louis and Mintrop 2012).
The study also suggests that the company must ensure employees’ safety by providing a
healthy culture and respect in the workplace (Agwu 2012). Business organization ensures that
employees are attached to the company’s core values and remain for a long time if the company
recognizes and rewards its employees. Consequently, this moves the company toward success
and creates value among the employees; therefore, organizations will achieve confidence and
trustworthiness from their employees. It is also recommended that values, whether internal and
100
external, need be applied in all business situations. Without values, employees inside the
company will distrust their employers and, consequently, lose their sense of unity and loyalty.
Limitations
All research has limitations. This study used a single method—namely content/document
analysis—and this considered a limitation. Different methods, such as questionnaires or in-
depth interviews, could be used. Secondly, the sample was limited (99 participants). Another
drawback of this study is that the research was carried out in a single nation, i.e., Saudi Arabia,
and findings could differ from country to country.

Acknowledgement
This publication was supported by the Deanship of Scientific Research at Prince Sattam Bin
Abdulaziz University. The research name is New Faculty Grant Program and the research
number is 2019/02/16833.
REFERENCES
Adkins, Cheryl L., Craig J. Russell, and James D. Werbel. 1994 “Judgments of Fit in the
Selection Process: The Role of Work Value Congruence.” Personnel Psychology 47
(3): 605–623. https://doi.org/10.1111/j.1744-6570.1994.tb01740.x.
Agle, B. R., and C. B. Caldwell. 1999. “Understanding Research on Values in Business: A
Level of Analysis Framework.” Business & Society 38: 326–387.
Agwu, M. O. 2012. “Impact of Employees Safety Culture on Organisational Performance in
Shell Bonny Terminal Integrated Project (BTIP).” European Journal of Business and
Social Sciences 1 (5): 70–82.
Andersen, E. 2017. “The Key to Creating a Great Company Culture (Hint: It’s Not the Perks).”
Forbes, May 9, 2017. https://www.forbes.com/sites/erikaandersen/2017/05/09/the-key-
to-creating-a-great-company-culture-hint-its-not-the-perks/?sh=3f5e4d0f6efa.
Asgary, Nader, and Mark Mitschow. 2002. “Toward a Model for International Business Ethics.”
Journal of Business Ethics 36 (3): 239–246. https://doi.org/10.1023/A:1014057122480.
Barney, Jay B. 1986. “Organizational Culture: Can it be a Source of Sustained Competitive
Advantage?” Academy of Management Review 11 (3): 656–665.
https://doi.org/10.2307/258317.
Barrow, Simon, and Richard Mosley. 2011. The Employer Brand: Bringing the Best of Brand
Management to People at Work. Hoboken, NJ: John Wiley & Sons.
Berkhout, Tom, and Ian H. Rowlands. 2007. “The Voluntary Adoption of Green Electricity by
Ontario-Based Companies: The Importance of Organizational Values and
Organizational Context.” Organization & Environment 20 (3): 281–303.
https://doi.org/10.1177/1086026607306464.
Berson, Yair, Shaul Oreg, and Dvir Taly. 2008. “CEO Values, Organizational Culture and Firm
Outcomes.” Journal of Organizational Behavior 29 (5): 615–633.
Berthod, Olivier. 2016. “Institutional Theory of Organizations.” In Global Encyclopedia of
Public Administration, Public Policy, and Governance, edited by Ali Farazmand, 45–
91. Berlin: Springer. https://doi.org/10.1007/978-3-319-31816-5_63-1.
Bilsky, W., T. Gollan, and A. K. Döring. 2008. “Análise Confirmatória de Escalonamento
Multidimensional (EMD) de Valores Baseada em Una Matriz de Desenho”
101
[Confirmatory Multidimensional Scaling (MDS) of Values, Based on a Design

Matrix]. In Uma Nota de Pesquisa [A Research Note], 231–221. Sao Paolo: Senac.
Bloor, G., and P. Dawson. 1994. “Understanding Professional Culture in Organizational
Context.” Organization Studies 15 (2): 275–295.
https://doi.org/10.1177/017084069401500205.
Borg, I., P. J. Groenen, K. A. Jehn, W. Bilsky, and S. H. Schwartz. 2009. “Embedding the
Organizational Culture Profile into Schwartz’s Universal Value Theory Using
Multidimensional Scaling with Regional Restrictions.” ERIM Report Series Reference
No. ERS-2009-017-MKT. http://hdl.handle.net/1765/15404.
Braun, V., and Virginia Clarke, 2006. “Using Thematic Analysis in Psychology.” Qualitative

Research in Psychology 3 (2): 77–101.
Broms, H., and Gahmberg, H. 1983. “Communication to Self in Organizations and Cultures.”
Administrative Science Quarterly (28) 3: 482–495. https://doi.org/10.2307/2392254.
Brown, Michael. E., Linda Trevino, and David Harrison. 2005. “Ethical Leadership: A social
Learning Perspective for Construct Development and Testing.” Organizational
Behavior and Human Decision Processes 97 (2): 117–134.
https://doi.org/10.1016/j.obhdp.2005.03.002.
Cable, Daniel M., and Jeffrey Edwards. 2004. “Complementary and Supplementary Fit: A
Theoretical and Empirical Integration.” Journal of Applied Psychology 89 (5): 822–
834. https://doi.org/10.1037/0021-9010.89.5.822.
Cameron, K. S., and R. E. Quinn. 2006. Diagnosing and Changing Organizational Culture. San
Francisco: Jossey-Bass
Cameron, Kim, and Robert Quinn. 2011. Diagnosing and Changing Organizational Culture:
Based on the Competing Values Framework. Hoboken, NJ: John Wiley & Sons.
https://doi.org/10.1111/j.1744-6570.2006.00052_5.x.
Cheney, George, and Lars Christensen. 2001. “Organizational Identity: Linkages between
Internal and External Organizational Communication” In The New Handbook of
Organizational Communication: Advances in Theory, Research and Methods, edited
by Mary Jo Hatch and Majken Schultz, 231–269. Oxford: Oxford University Press.
https://doi.org/10.4135/9781412986243.n7.
Cheung, Chau-Kiu, and Steven A. Scherling.1999. “Job Satisfaction, Work Values, and Sex
Differences in Taiwan’s Organizations.” The Journal of Psychology 133 (5): 563–575.
Chisolm, Laura B. 1995. “Accountability of Nonprofit Organizations and Those Who Control
Them: The Legal Framework.” Nonprofit Management and Leadership 6 (2): 141–
156. https://doi.org/10.1002/nml.4130060204.
Chor, Dóra, Evandro da Silva Freire Coutinho, and Ruy Laurenti. 1999. “Reliability of Self-
Reported Weight and Height among State Bank Employees.” Revista de Saúde Pública
33 (1): 16–23. https://doi.org/10.1590/S0034-89101999000100004.
Dahlgaard, Su Mi Park, and Jens J. Dahlgaard. 2003. “Toward A Holistic Understanding Of
Human Motivation: Core Values—The Entrance to People’s Commitment?” AI and
Society 17 (2): 150–180. https://doi.org/10.1007/s00146-003-0257-y.
Degeorge, Francois, and Richard Zeckhauser. 1993. “American Finance Association.” The
Journal of Finance 48 (4): 1323–1348.
Dehaghi, Morteza Raei, Masoud Goodarzi, and Zahra Karimi Arazi. 2012. “The Effect of
Spiritual Values on Employees’ Organizational Commitment and its Models.”
Procedia-Social and Behavioral Sciences 62: 159–166.
https://doi.org/10.1016/j.sbspro.2012.09.025.
Denison, Daniel R., and Gretchen M. Spreitzer. 1991. “Organizational Culture and
Organizational Development: A Competing Values Approach.” Research in
Organizational Change and Development 5 (1): 1–21.
102
Dessler, Gary. 1999. “How to Earn Your Employees’ Commitment.” Academy of Management
Perspectives 13 (2): 58–67. https://doi.org/10.5465/ame.1999.1899549.
Dimaggio, Paul J., and Walter W. Powell. 1983 “The Iron Cage Revisited: Institutional
Isomorphism and Collective Rationality in Organizational Fields.” American
Sociological Review 48: 147–160. https://doi.org/10.2307/2095101.
Dolan, Simon L. 2011. “Coaching By Values: A Guide to Success in the Life of Business and
the Business of Life.” Cross Cultural Management (19) 3.
https://doi.org/10.1108/ccm.2012.13619caa.003.
Dolatabadi, H. Rezaei, and M. Safa. 2010 “The Effect of Directive and Participative Leadership
Style on Employees’ Commitment to Service Quality.” International Bulletin of

Business Administration 9 (1): 31–42. https://doi.org/10.1177/1938965508315371.
Duff, Johnathan, Carolyn Rubenstein, and Isaac Prilleltensky. 2016. “Wellness and Fairness:
Two Core Values for Humanistic Psychology.” The Humanistic Psychologist 44 (2):
127. https://doi.org/10.1037/hum0000020.
Fama, Eugene F., and Kenneth R. French. 2007. “Disagreement, Tastes, and Asset Prices.”
Journal of Financial Economics 83 (3): 667–689.
https://doi.org/10.1016/j.jfineco.2006.01.003.
Galie, Peter J., and Christopher Bopst. 2006. “Machiavelli & Modern Business: Realist Thought
In Contemporary Corporate Leadership Manuals.” Journal of Business Ethics 65 (3):
235–250. https://doi.org/10.1007/s10551-005-5352-1.
Gond, Jean-Pascal, and Olivier Herrbach. 2006. “Social Reporting as an Organizational
Learning Tool? A Theoretical Framework.” Journal of Business Ethics 65 (3): 359–
371. https://doi.org/10.1007/s10551-006-6405-9.
Gorgievski, Marjan J., M. Evelina Ascalon, and Ute Stephan. 2011. “Small Business Owners’
Success Criteria, A Values Approach to Personal Differences.” Journal of Small
Business Management 49 (2): 207–232.
https://doi.org/10.1111/j.1540-627X.2011.00322.x.
Goss, Allen, and Gordon S. Roberts. 2011. “The Impact of Corporate Social Responsibility on
the Cost of Bank Loans.” Journal of Banking & Finance 35 (7): 1794–1810.
https://doi.org/10.1016/j.jbankfin.2010.12.002.
Grof, Agnes. 2001. “Communication in the Creation of Corporate Values.” Corporate
Communications: An International Journal 6 (4): 193–198.
https://doi.org/10.1108/EUM0000000006147.
Guba, Egon G., and Yvonna S. Lincoln. 1994. “Competing Paradigms in Qualitative Research”
Handbook of Qualitative Research 2 163 (194): 105.
Guldenmund, Frank W. 2000. “The Nature of Safety Culture: A Review of Theory and
Research.” Safety Science 34 (1-3): 215–257.
https://doi.org/10.1016/S0925-7535(00)00014-X.
Gursoy, Dogan, Christina Geng-Qing Chi, and Ersem Karadag. 2013. “Generational
Differences in Work Values and Attitudes among Frontline and Service Contact
Employees.” International Journal of Hospitality Management 32:40–48.
https://doi.org/10.1016/j.ijhm.2012.04.002.
Hantzopoulos, Maria. 2013. “The Fairness Committee: Restorative Justice in a Small Urban
Public High School.” The Prevention Researcher 20 (1): 7–10.
Hartnell, Chad A., Amy Yi Ou, and Angelo Kinicki. 2011. “Organizational Culture and
Organizational Effectiveness: A Meta-Analytic Investigation of the Competing Values
Framework’s Theoretical Suppositions.” Journal of Applied Psychology 96 (4): 677.
https://doi.org/10.1037/a0021987.
Heinkel, Robert, Alan Kraus, and Josef Zechner. 2001. “The Effect of Green Investment on
Corporate Behavior.” Journal of Financial and Quantitative Analysis 36 (4): 431–449.
103
Henkoff, Ronald, and Ann Sample. 1994. “Service Is Everybody’s Business.” Fortune 129 (13):
48–53.
Holme, Idar Magne, Bernt Krohn Solvang, and Björn Nilsson. 1997. Forskningsmetodik - Om
kvalitativa och kvantitativa metoder [Research Methodology: on Qualitative and
Quantitative Methods]. Lund, Sweden: Studentlitteratur AB.
Howard, Robert. 1990. “Values Make The Company: An Interview With Robert Haas.”
Harvard Business Review 68 (5): 132–144. https://doi.org/10.1002/job.499.
Hulstijn, Joris, and Brigitte Burgemeestre. 2015. “Design for the Values of Accountability and
Transparency.” Handbook of Ethics, Values, and Technological Design 12 (1): 303–
33. https://doi.org/10.1007/978-94-007-6994-6_12-1.

Humble, John, David Jackson, and Alan Thomson. 1994. “The Strategic Power of Corporate
Values.” Long Range Planning 27 (6): 28–42.
https://doi.org/10.1016/0024-6301(94)90162-7.
Jaw, Bih‐Shiaw, Ya‐Hui Ling, Christina Yu‐Ping Wang, and Wen‐Ching Chang. 2007. “The
Impact of Culture on Chinese Employees Work Values.” Personnel Review 36 (1):
128–144. https://doi.org/10.1108/00483480710716759.
Jin, K. Gregory, and Ronald G. Drozdenko. 2010. “Relationships among Perceived
Organizational Core Values, Corporate Social Responsibility, Ethics and
Organizational Performance Outcomes: An Empirical Study of Information
Technology Professionals.” Journal of Business Ethics 92 (3): 341–359.
http://doi.org/10.1007/s10551-009-0158-1.
Jones, Thomas M., Andrew C. Wicks, and R. Edward Freeman. 2017. “Stakeholder Theory: The
State of The Art.” In The Blackwell Guide to Business Ethics, edited by Norman E. Bowie,
17–37. Oxford: Blackwell Publishing Ltd. https://doi.org/10.1002/9781405164771.
Kilby, Patrick. 2006. “Accountability for Empowerment: Dilemmas Facing Non-Governmental
Organizations.” World Development 34 (6): 951–963.
https://doi.org/10.1016/j.worlddev.2005.11.009.
Kinias, Zoe, and Jessica Sim. 2016. “Facilitating Women’s Success in Business: Interrupting
the Process of Stereotype Threat through Affirmation of Personal Values.” Journal of
Applied Psychology 101 (11): 1585–1597. https://doi.org/10.1037/apl0000139.
Knoop, Robert. 1994. “Work Values and Job Satisfaction.” The Journal of Psychology, 128 (6):
683–690. https://doi.org/10.1080/00223980.1994.9921297.
Kuchinke, K. P. 1999. “Leadership and Culture: Work‐Related Values and Leadership Styles among
One Company’s US and German Telecommunication Employees.” Human Resource
Development Quarterly 10 (2): 135–154. https://doi.org/10.1002/hrdq.3920100205.
Kuper, Ayelet, Lorelei Lingard, and Wendy Levinson. 2008. “Critically Appraising Qualitative
Research.” BMJ 337: 687–692. https://doi.org/10.1136/bmj.a1156.
Lencioni, Patrick M. 2002. “Make Your Values Mean Something.” Harvard Business Review
80 (7): 113–117.
Lim, Bernard. 1995. “Examining the Organizational Culture and Organizational Performance
Link.” Leadership & Organization Development Journal 16 (5): 16–21.
https://doi.org/10.1108/01437739510088491.
Lindberg, Staffan I. 2009. “Accountability: The Core Concept and Its Subtypes.” Africa Power and
Politics Programme Working Paper, 1. https://doi.org/10.1177/0020852313477761.
Lings, Ian N. 2004. “Internal Market Orientation: Construct and Consequences.” Journal of
Business Research 57 (4): 405–413. https://doi.org/10.1016/S0148-2963(02)00274-6.
Liu, Ying, and Aaron Cohen. 2010. “Values, Commitment, and OCB among Chinese
Employees.” International Journal of Intercultural Relations 34 (5): 493–506.
https://doi.org/10.1016/j.ijintrel.2010.05.001.
Lloyd, Simon, 2002. “Branding from the Inside Out.” Business Review Weekly 24 (10): 64–66.
https://doi.org/10.1111/j.1467-8616.2008.00542.x.
104
Louis, Karen Seashore, and Heinrich Mintrop. 2012. “Bridging Accountability Obligations,
Professional Values and (Perceived) Student Needs with Integrity.” Journal of
Educational Administration 50 (5): 695–726.
https://doi.org/10.1108/09578231211249871.
Mackey, Jeremy D., Rachel E. Frieder, Jeremy R. Brees, and Mark J. Martinko. 2017. “Abusive
Supervision: A Meta-Analysis and Empirical Review.” Journal of Management 43 (6):
1940–1965. https://doi.org/10.1177/0149206315573997.
Mackie, Jamie. 2018. “Business Success among Southeast Asian Chinese.” In Market Cultures,
edited by Robert W. Hefner, 129–44. Abingdon: Taylor and Francis.
https://doi.org/10.4324/9780429499050-5.

Malbašić, Ivan and Ruža Brčić. 2012. “Organizational Values in Managerial Communication.”
Management: Journal of Contemporary Management 17 (2): 99–118.
https://hrcak.srce.hr/93958.
Martínez-Córcoles, Mario, Francisco Gracia, Inés Tomás, and José M. Peiró. 2011. “Leadership
and Employees’ Perceived Safety Behaviours in a Nuclear Power Plant: A Structural
Equation Model.” Safety Science 49 (8–9): 1118–1129.
https://doi.org/10.1016/j.ssci.2011.03.002.
Merriam, Daniel Francis. 1988. “Bibliography of Computer Applications in the Earth Sciences”
Computers & Geosciences 14 (6): v-vi. https://doi.org/10.1016/0098-3004(88)90011-8.
Minchington, Brett. 2010. Employer Brand Leadership: A Global Perspective. Mile End, South
Australia: Collective Learning Australia.
Morgan, Gareth. 1983. “Beyond Method: Strategies for Social Research.” Evaluation News 5
(2): 70–73. https://doi.org/10.1177/109821408400500217.
Nahapiet, Janine, and Sumantra Ghoshal. 1998. “Social Capital, Intellectual Capital, and the
Organizational Advantage.” Academy of Management Review 23 (2): 242–266.
https://doi.org/10.2307/259373.
Neubert, Mitchell J., Emily M. Hunter, and Remy C. Tolentino, 2016. “A Servant Leader and
Their Stakeholders: When Does Organizational Structure Enhance a Leader’s
Influence?” Leadership Quarterly 27 (6): 896–910.
https://doi.org/10.1016/j.leaqua.2016.05.005.
Obalola, Musa, Kunle Aduloju, and Folake Olowokudejo. 2012. “Organizational Commitment
and Corporate Ethical Values: Exploring the Nexus between Employees’
Psychological Contract and Firms’ Ethical Behavior in the Nigerian Insurance
Industry.” Journal of Management and Sustainability 2 (1): 43.
https://doi.org/10.5539/jms.v2n1p43.
O’Brien, Bridget C., Ilene B. Harris, Thomas J. Beckman, Darcy A. Reed, and David A. Cook.
2014. “Standards for Reporting Qualitative Research: A Synthesis of
Recommendations.” Academic Medicine 89 (9): 1245–1251.
https://doi.org/10.1097/ACM.0000000000000388.
O’Reilly, Charles, and Jennifer Chatman. 1996. “Culture as Social Control: Corporations, Cults,
and Commitment.” Research in Organizational Behavior 18 (1): 157–200.
O’Toole, Michael. 2002. “Withdrawn: Reprint of ‘The Relationship between Employees’
Perceptions of Safety and Organizational Culture.’” Journal of Safety Research 33 (2):
231–243. https://doi.org/10.1016/j.jsr.2013.07.039.
Pagano, Marco, Fabio Panetta, and Luigi Zingales. 1998. “Why Do Companies Go Public? An
Empirical Analysis.” The Journal of Finance 53 (1): 27–64.
https://doi.org/10.1111/0022-1082.25448.
Pantzalis, Christos, and Jung Chul Park. 2009. “Equity Market Valuation of Human Capital and
Stock Returns.” Journal of Banking & Finance 33 (9): 1610–1623.
https://doi.org/10.1016/j.jbankfin.2009.03.008.
105
Pappu, Ravi, Pascale G. Quester, and Ray W. Cooksey. 2005. “Consumer‐Based Brand Equity:
Improving the Measurement – Empirical Evidence.” Journal of Product & Brand
Management 14 (3): 143–154. https://doi.org/10.1108/10610420510601012.
Peterson, Randall S. 1994. “The Role of Values in Predicting Fairness Judgments and Support
of Affirmative Action.” Journal of Social Issues 50 (4): 95–115.
https://doi.org/10.1111/j.1540-4560.1994.tb01199.x.
Posner, Barry Z. 1992. “Person-Organization Values Congruence: No Support for Individual
Differences as a Moderating Influence.” Human Relations 45 (4): 351–361.
https://doi.org/10.1177/001872679204500403.
Posner, Barry Z., and Warren H. Schmidt, 1984. “Values and the American Manager: An

Update.” California Management Review 26 (3): 202–216.
https://doi.org/10.2307/41167425.
Quartey, Samuel Howard. 2017. “Examining Employees’ Safety Behaviours: an Industry-Level
Investigation from Ghana.” Personnel Review 46 (8): 1915–1930.
https://doi.org/10.1108/pr-06-2016-0146.
Rapley, Tim. 2008. Doing Conversation, Discourse and Document Analysis. London: SAGE
Publications Ltd, https://doi.org/10.4135/9781849208901
Saldaña, Johnny. 2015. The Coding Manual for Qualitative Researchers. London: SAGE
Publications Limited. https://doi.org/10.1108/QROM-08-2016-1408.
Saltzstein, Alan L., Yuan Ting, and Grace Hall Saltzstein. 2001. “Work‐Family Balance and
Job Satisfaction: The Impact of Family‐Friendly Policies on Attitudes of Federal
Government Employees.” Public Administration Review 61 (4): 452–467
https://doi.org/10.1111/0033-3352.00049.
Sandhya, S., and M. M. Sulphey. 2020. “Influence of Empowerment, Psychological Contract
and Employee Engagement on Voluntary Turnover Intentions.” International Journal
of Productivity and Performance Management 70 (2): 1741.
https://doi.org/10.1108/ijppm-04-2019-0189.
Schein, Edgar H. 2010. Organizational Culture and Leadership. San Francisco, CA: Jossey-
Bass.
Schiebel, Walter, and Siegi Pöchtrager. 2003. “Corporate Ethics as a Factor for Success: The
Measurement Instrument of the University of Agricultural Sciences (BOKU), Vienna.”
Supply Chain Management: An International Journal 8 (2): 116–121.
https://doi.org/10.1108/13598540310468715.
Schmiedel, Theresa, Jan vom Brocke, and Jan Recker. 2015. “Culture In Business Process
Management: How Cultural Values Determine Bpm Success.” In Handbook on
Business Process Management 2, edited by J. von Brocke and M. Rosemann, 649–663.
Berlin: Springer. https://doi.org/10.1007/978-3-642-45103-4_27
Scott, Natasha. 2016. “Enjoyment, Values, Pressure, or Something Else: What Influences
Employees Safety Behaviours?” Thesis, Saint Mary’s University, Halifax, Canada.
Scott, W. Richard. 1991. “Unpacking Institutional Arguments.” In The New Institutionalism in
Organizational Analysis, edited by Walter W. Powell and Paul J. Dimaggio, 486.
Chicago: University of Chicago Press.
———. 2013. Institutions and Organizations: Ideas, Interests, and Identities. Thousand Oaks,
CA: Sage.
Sharma, Sanjay, and Harrie Vredenburg. 1998. “Proactive Corporate Environmental Strategy
and the Development of Competitively Valuable Organizational Capabilities.”
Strategic Management Journal 19 (8): 729–753. https://doi.org/10.1002/(SICI)1097-
0266(199808)19:8%3C729::AID-SMJ967%3E3.0.CO;2-4.
Skitka, Linda J., and Jesus Bravo. 2005. “An Accessible Identity Approach to Understanding
Fairness in Organizational Settings.” In What Motivates Fairness in Organizations,
edited by Stephen W. Gilliland, Dirk D. Steiner, Daniel P. Skarlicki, and Kees van den
106
Bos, 105–128. Greenwich, CO: Information Age Publishing.

https://doi.org/10.5840/beq200919211/.
Soltani, Bahram, and Christian Maupetit. 2015. “Importance of Core Values of Ethics, Integrity
and Accountability in the European Corporate Governance Codes.” Journal of
Management & Governance 19 (2): 259–284.
https://doi.org/10.1007/s10997-013-9259-4.
Stern, Carl W., and Michael S. Deimler. 2012. The Boston Consulting Group on Strategy:
Classic Concepts and New Perspectives. Hoboken, NJ: John Wiley & Sons.
Thornbury, Jan. 2003. “Creating a Living Culture: The Challenges for Business Leaders.”
Corporate Governance: The International Journal of Business in Society 3( 2): 68–79.

https://doi.org/10.1108/14720700310474073.
Vargo, Stephen L., and Robert F. Lusch. 2014. “Inversions of Service-dominant Logic.”
Marketing Theory 14 (3): 239–248. https://doi.org/10.1177/1470593114534339.
Vitell, Scott J., and Encarnación Ramos Hidalgo. 2006 “The Impact of Corporate Ethical
Values and Enforcement of Ethical Codes on the Perceived Importance of Ethics in
Business: A Comparison of US and Spanish Managers.” Journal of Business Ethics 64
(1): 31–43. https://doi.org/10.1007/s10551-005-4664-5.
Waddock, Sandra. “Creating Corporate Accountability: Foundational Principles to Make
Corporate Citizenship Real.” Journal of Business Ethics 50 (4): 313–327.
https://doi.org/10.1023/B:BUSI.0000025080.77652.a3.
Wallace, Elaine, Leslie de Chernatony, and Isabel Buil. 2011 “How Leadership and
Commitment Influence Bank Employees’ Adoption of Their Bank’s Values.” Journal
of Business Ethics 101 (3): 397–414. https://doi.org/10.1007/s10551-010-0728-2.
ABOUT THE AUTHOR

Dr. Mohamed Mohiya: Assistant Professor, College of Business Administration, Human
Resources Management Department, Prince Sattam Bin Abdulaziz University, Al-Karj, Riyadh,
Saudi Arabia
107
is one of three thematically focused journals in the
family of journals that support The Organization
Studies Research Network—its journals, book
series, conference, and online community. The
journal explores success factors in the management
of organizational culture in responsive, productive,
and respected organizations.
As well as papers of a traditional scholarly type, this

journal invites case studies that take the form of
presentations of management practice—including
documentation of organizational practices and
exegeses analyzing the effects of those practices.
Organizational Cultures: An International Journal is

a peer-reviewed, scholarly journal.
ISSN 2327-8013
447-9524

Core Values in Saudi

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Core Values in Saudi

Uploaded by

Copyright:

Available Formats

VOLUME 21 ISSUE 1

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

A Qualitative Investigation of Employees’

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

Keywords: Core Values, Employees Perception, Saudi Organization, Qualitative,

Organizational Cultures: An International Journal

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

Value Creation in Employees

Employees Strive to Replicate Core Values

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

Objectives of the Study

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

Result and Discussion

Employer Branding and Values

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

Values-based Recognition of Employees

Recognition of employees is the immediate, indirect, or direct appreciation of the actions,

Profit and Employees Values

Employees Satisfaction and Values

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

Organizational Culture and Core Values

Employees Reliability and Values

Better Communication and Core Values

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

Accountability and Core Values

Fairness Policy and Core Values

Employees Commitment and Core Values

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

Employees’ Safety and Core Values

Conclusion, Suggestions, and Implications

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

[Confirmatory Multidimensional Scaling (MDS) of Values, Based on a Design

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

Bos, 105–128. Greenwich, CO: Information Age Publishing.

Downloaded by Nasir Masroom on Mon Jul 26 2021 at 07:39:17 AM CDT

ABOUT THE AUTHOR

As well as papers of a traditional scholarly type, this

Organizational Cultures: An International Journal is

You might also like