Organizational Values
«Differences which make a difference?»
Bjørnar Krukhaug
Masteroppgave i Pedagogikk
Kunnskap, utdanning og læring
UNIVERSITETET I OSLO
01.06.2013
II
Tittel:
Organizational Values – «Differences which make a Difference?»
Av:
Bjørnar Krukhaug
Eksamen:
Semester:
Kunnskap, utdanning og læring
Våren 2013
Stikkord:
Organisasjonsverdier, kjerneverdier, organisasjonskultur, organisasjonsutvikling, Ramboll
III
© Bjørnar Krukhaug
2013
Organizational Values – «Differences which make a difference?»
Bjørnar Krukhaug
http://www.duo.uio.no/
Trykk:
IV
Abstract
The theme for this study concerns organizational values. Through an instrumental case study
of the international corporation Ramboll, this study researches espoused values and
employees’ understanding of these values. In doing so, it becomes possible to reveal
underlying assumptions within the organizational culture.
A secondary theme of this study evaluates a theoretic framework and its use in eliciting data
about Ramboll’s espoused values. Based on Hultman’s criteria for evaluating organizational
values (2005), Edgar Schein’s three levels of organizational culture (2010), and Milton
Rokeach’s terms instrumental and terminal values (1976), the research is applied with the
intention of generating data for analysis.
The main findings show that even though employees are unaware of what the values are and
what they state, they influence the work environment and organizational culture. Although
there are underlying issues that needs resolving.
Further there are implications and adjustments of the theoretic framework that is evaluated
and critiqued.
V
Acknowledgement
This master thesis project culminates a long an interesting process. After years of studies, it
feels strange to finally be at the end. I would like to thank everyone who influenced this
project in one way or the other.
To everyone at Ramboll for their interest and enthusiastic partaking in this project. You
allowed me to get an insight of a great organizational culture with skilled and generous
people. Thank you.
Further, I like to thank Terje Grønning and Hege Hermansen for great guidance and feedback.
Much obliged.
And last but not least, I would like to thank friends and family for great support and
understanding when needed. I will repay you all in some way I hope.
Bjørnar
Oslo, 01.06.13
VI
VII
Table of content
1
Introduction, composition and structure........................... Error! Bookmark not defined.
1.1
2
Ramboll…………………………………………………………………………...............4
2.1
3
4
5
Research questions and Project focus…………………………………………...3
Rambolls shared values….....................................................................................6
Theory……………………………………………………………………………………8
3.1
Values and organizational culture….....................................................................8
3.2
Scheins three levels of organizational culture…………………………………..9
3.3
Hultmans criteria for evaluating organizational values………………………..11
3.4
Summary and implications for analysis……………………………………….16
Method…………………………………………………………………………………17
4.1
Qualitative Method…………………………………………………………….19
4.2
Instrumental Case-study……………………………………………………….21
4.3
Semi-structured Interview…………………………………………………….23
4.4
Methodological Reflections - interview guide and interview process………..25
4.5
Validity and Reliability……………………………………………………….27
Analysis……………………………………………………………………………….29
5.1
Hultman's criteria applied to Ramboll's values……………………………….30
5.1.1 Viability…………………………………………………………….….33
5.2
VIII
5.1.2
Balance………………………………………………………….…….40
5.1.3
Alignment……………………………………………………….…….42
5.1.4
Authenticity……………………………………………………….…..44
Ramboll's values and Schein's three levels of culture………………………..48
5.2.1
Artifacts………………………………………………………………49
5.2.2
Espoused beliefs and values………………………………………….52
5.2.3
Basic-underlying assumptions………………………………………..53
5.3
6
Ramboll's shared values - an interrelated perspective…………………………54
Discussion………………………………………………………...……………………57
6.1
Ramboll's organizational values - underlying assumptions and significant
findings………………………………………………………………………………..58
6.2
7
Theretic Framework - considerations and implications……………………….61
Conclusion……………………………………………………………………………..64
References…………………………………………………………………………………….66
Attachements………………………………………………………………………………….69
IX
1 Introduction, composition and
structure
The theme of this study concerns shared values in organizational culture, where its focus will
revolve around the espoused values of the international corporation Ramboll. More
specifically, this study aims to explore and inquire Rambolls employees understanding of
these values. Through an instrumental case study, collecting data based on semi-structured
interviews, it is this projects’ intention to supplement the field of organizational culture with
perspectives on shared values and a theoretic framework that approaches this phenomenon.
The idea of shared values in organizational culture emerged among Scandinavian corporations
in the late 80s. By introducing normative and idealistic values, organizations aspired to better
themselves in all aspects (Thyssen, 2002). Deal and Kennendy describes values as; “what we
stand for as a group, what we’re all about, what we rally around even when things get tough”
(1999:4). In a corporate culture sense, values proclaim what desired norms and beliefs, and
what appropriate attitudes and behaviors organizations wants from their members (O’reilly
and Chatman, 1996). Values become a source for decision-making, and reference for
favorable and appropriate conduct: a style of management based on values. Although, one can
argue that all organizations are values-based in the sense that all decisions are guided by
values (Hultman, 2005).
Consequently, several prominent organizations and corporate companies have formulated and
defined a set of values or philosophy that communicates their character and mission.
However, corporate values and its confined function has faced criticism. Geir Falkenberg
harshly questions organizational values as PR-related trends that companies feel obliged to
incorporate without a clear sense of why they are important, or to whom they concern.
(Falkenberg, 2008). Ole Thyssen recognizes the discrepancy between corporate values and the
reality of what goes on in companies, as an unattainable illusion. He argues that this illusion
allows organizations to keep striving towards the better, and that value-based management is
measured on the visibility of its values in everyday life and on the question of whether the
values are “differences which make a difference”. (Thyssen, 2002).
1
As much as this points out scarce aspects of values in organizations, it also reveals and
clarifies a realm of great importance for organizations. The interplay between what is ideal
and what actually goes on in businesses is a critical force and a crucial factor for performance.
Both for establishing a strong culture of learning (Schein, 2010), and for corporations’ ability
to persevere in the long run (Koster; Heskett, 1992). Therefore, introspection and monitoring
the discrepancies between espoused values and actual tacit assumptions becomes a pivotal
task for organizations. While much attention towards congruence between values of
employees and organizations have come about in quantitative research (Kristof, 1996;
Meligno & Ravlin, 1998; Edwards & Cable, 2009), there are very few instances of qualitative
approaches that deals with this subject. Edgar Schein argues that it is not clear that something
as abstract as culture, and its inherent phenomena, can be measured with survey instruments.
He questions if a set of items for statistical analysis is broad enough or relevant in capturing
an organizations critical theme (Schein, 1990).
In the following, the specific research questions of this study will be described. As well as a
presentation of Ramboll as a company, and their espoused values constitutes chapter 2.
Further, the theoretical framework and an account for terms and other specification of this
assignment, will be given in chapter 3. Chapter 4 composites the method in use, Chapter 5
and Chapter 6 incorporates the Analysis and the Conclusions respectively.
2
1.1
Resarch questions and Project focus
By engaging in conversation with Rambolls employees and inexplicitly talk about how they
perceive their work environment and organizational culture, the goal of this study is to:
-
Research Ramboll’s shared organizational values through a theoretic framework,
and evaluate whether their intention and desirable function aligns with employees
narrations and impressions.
-
Scrutinize shared organizational values through a theoretical framework, and
evaluate if the use of such a framework is prolific in its approach and in the task of
revealing potential discrepancies and defects between espoused values and tacit
actual assumptions.
3
2
Ramboll
Ramboll, or formally known as Ramboll Group A/S, is a corporation that engage in a variety
of consultant services all over the world. Founded in October 1945 by Børge Johannes
Rambøll and Johan Georg Hannemann, the idea of the company emerged from the two men’s
rather trivial conversations at the Technical University of Denmark (DTU). Their stature was
modest at the time. Yet their skilled engineering with steel landed them several projects of
importance in the aftermath of World War 2. In an era of reconstruction and new technical
progress, Ramboll designed all the guyed broadcast lattice masts erected in Denmark and
Norway during the 1950s and 1960s. Eventually, their operations grew in to other engineering
disciplines as the company expanded, acquired and merged with others. Today, Ramboll
works across seven markets; buildings, transport, environment, energy, oil & gas, telecoms
and management consulting. What started out as a small partnership has grown into a global
company with almost 10 000 employees.
However, even in the humble beginnings of the company, a strong notion of what their
business should emphasize and characterize stood firm in the founders’ beliefs. These beliefs
are evident in how Ramboll profiles themselves today in their company scriptures and on their
websites. Which highlights their history and unaltered convictions towards ethical business
and holistic operations. (www.Ramboll.com). B. J. Rambøll himself acknowledged a
humanistic and social visionary aspect, and was very aware of the company’s role in the
development of society. He believed that a fundamental ethical consciousness and behavior
based on respect should be present at all levels of the company. Towards individual
customers, colleagues or society as a whole. This solidified itself in the Rambøll Philosophy
early on. Where also an awareness of the human dimension is salient. Which is evident in one
of Ramboll’s primary goals namely satisfied employees. It is believed that a working
environment embodied and forged by a sense of trust, confidence, independence and support,
will be beneficial both internally and externally for the company in the long term. This builds
on the belief that their employees and humans in general, have the ability to make competent
decision and move forward with the right actions.
4
These company visions were novice within its field, and bold in its contemporary period. The
aspects of the human dimension and ethical business are still among Ramboll’s top priorities
to ensure and maintain a wholesome organizational culture. (www.ramboll.com)
5
2.1
Ramboll’s shared values
Described as the hallmark of their business, Ramboll has a set of five core values or shared set
of values that define their philosophy. They intend to render guidance for employees in their
daily work. In combination, they constitute a unique point of reference in all decisions and
actions made. These are described and communicated through Ramboll’s own e-learning
program. A program with informational movies, pictures and interactive tasks that all new
employees must partake in, to learn what Ramboll’s shared values mean in terms of definition
and intention. Other than Rambolls e-learning program, the shared values are mentioned in a
company scripture on Rambolls website called ‘Conduct of Practice’.
These espoused values; Insight, Integrity, Empathy, Enjoyment and Empowerment, make a
pertinent and essential part of this project. Therefore, an in-depth look at what they each
conceptualize and distinguish follows. These are extracts based on how the values are
presented in the company’s e-course for new employees:
Insight
Insight describes the ability to look beyond the obvious and exacting standards when faced
with a new task or project. It encourages consultants to consider the unique and “second to
none” experience, versatile market disciplines, and business understanding that Ramboll can
apply to a specific challenge. In other words, insight means to foster creativity among
consultants, educe interdisciplinary ideas from all of Ramboll and present tailor-made
solutions for clients.
Integrity
Ramboll wishes to nourish trust and respect through their consistent and transparent
decisions, through their methods, and through their actions. This implies informal and honest
communication across the company structure, as well as all clients and relations involved
6
with the company. Integrity secures the safety of how business is conducted, with whom it is
done, and with accordance to what is seen as an ethical standard.
Empathy
Empathy reflects the ability to put oneself in other people’s shoes, both customers and
colleagues alike. This makes consultants capable of matching the right solution to a challenge
and the tasks that occur.
Enjoyment
Ramboll recognizes work as a profound part of the employee’s life. Thus, enjoyment becomes
an important part of the time-spent working. By reinforcing teamwork and sustaining a
positive work environment, workers attain their full potential and strengthen their ability to
think and act.
Empowerment
Empowerment refers to the delegation of responsibility towards the individual. This means
that employees are trusted, equipped and expected to make the right decision in a given
situation. With the ability and license to act, Ramboll builds relations based on decisionmaking close to the customer.
7
3
Theory
When embarking on the vast landscape of organizational culture and scrutinizing a universal
concept such as values, there are limitless opportunities and many definite directions to go. It
becomes necessary to refine a set of terms-in-use, and determine a useful framework that
helps to conceive and analyze an issue within such an immense theme.
Therefore, a closer look at what defines values, its use, and purpose in organizational culture
follows. In addition, a presentation of Edgar Scheins three levels of culture and Ken Hultmans
criteria for evaluating organizational values will be given.
3.1
Values and organizational culture
The function and necessity of values, in addition to ideals and norms, are universally
comprehensible for most people belonging to a group, a team, a family, a tribe or a nation.
Although they differ in both meaning and propose different cause for action within each case.
While values in general influence individuals on an emotional and behavioral level, values
are, in relation to organizations, considered the most prominent and defining characteristics
for social units (Rokeach, 1973; 1979). Heskett and Kotter accentuates values and norms as
all-important for a company’s endeavor to persist and to thrive in a challenging and
competitive sphere (1992:142). To comprehend such an indispensable part of organizations, it
is perhaps vital to take a closer look at how values can be defined, and what qualities values
condition and instigate.
Value, as a term, can be distinguished as something related to an object. However,
nonmaterial values possessed by individuals have significant influence on feelings and how
one acts on these feelings. The appropriate and more purposeful understanding of values
emphasized here will be; value as possessed by a person or a group.
8
Rokeach defines value as:
“.. an enduring belief that a specific mode of conduct or end-state of existence is personally
or socially preferable to an opposite or converse mode of conduct or end-state of existence.”
(Rokeach, 1973:5)
Rokeach conceptualizes values into two categories; instrumental values and terminal values.
Terminal values describes a desired end-state, while instrumental values are modes of
conduct, or in other words, behavior that facilitates in attaining an end-state. Further, Rokeach
suggests an interaction where instrumental values are operable in accomplishing terminal
values. (Rokeach, 1973).
3.2
Schein’s three levels of culture
Edgar Schein was one of the first to use culture as a term to describe the nature and inner
dynamics of organizations. Schein argues that culture, as a concept, is prosperous in
explaining seemingly incomprehensible and irrational aspects of what goes on in groups,
occupations and organizations. By asserting three different levels of culture, it becomes
possible to analyze a phenomenon, tacit premises and otherwise invisible facets of an
organization (Schein, 2010). The three major levels of cultural analysis are:
-
Artifacts: visible and substantial attributes like objects, products, interpersonal
language as well as myths, mannerism, stories and observable behavior associated
with the group.
9
-
Espoused beliefs and values: ideals, goals, aspirations that serve a normative or moral
function of guiding members of the group in how to deal with certain key situations,
and in training new members how to behave.
-
Basic-underlying assumptions: unconscious, taken-for-granted beliefs and values,
meaning implicit assumptions that actually guide behavior, that tell group members
how to perceive, think about and feel about things.
(Schein, 2010)
These three levels forms distinctive layers where culture manifests itself, and gives us a
framework for study. While artifacts depicts palpable and tangible impressions, they are hard
to decipher into more underlying aspects. The espoused beliefs and values of organizations
states a desired behavior and gives employees a sense of guidance, but they only reflect
rationalizations or aspirations. Schein describes the third level of basic underlyingassumptions as the essence of culture. This is where the deeply embedded, unconscious and
often crucial and vigorous structures of a group operate. Basic assumptions are taken-forgranted understandings and integrated agreements that may be ambiguous and contradictory
to the espoused beliefs and values. Schein believes involving members of the group in
intensive self-analysis; one can seek out and decipher the taken-for-granted, underlying, and
usually unconscious assumptions that determine perceptions, thought processes, feelings, and
behavior. (Schein, 1990)
10
3.3
Hultman’s criteria for evaluating
organizational values
Ken Hultman proposes a set of objective criteria for evaluating organizational values. By
evaluating values in a systematic arrangement of components, it is possible to argue if a
specific value serves purposefully and obtains its desired result or not. Hultman suggests four
criteria for assessing the effectiveness of values: viability, balance, alignment, and authority
(Hultman, 2005). There are certain issues that interrelates within each criteria (see table 1).
These issues elaborates a model that measures the effectiveness of values in detail.
Table 1
Criteria
Viability
Balance
Alignment
Authenticity
Issues








Value content
Value functions
Balanced value representation
Balanced value emphasis
Intrapersonal conflict
Interpersonal conflict
Discrepancies between espoused
and actual values
Offering real reasons for actions
Viability
All corporate and organizational values relates to a certain climate of business or
consequences of enterprise. Viability as a criteria, describes whether the value content and
value functions works to its full potential within its industry.
Value content vary from organization to organization. The values that organizations chose,
formulate and define, determines the value content that yields action. Although they differ in
definition, they often overlap and bare the same intention and purpose. Hultman congregates
common traits that often occur among organizational values in to a categorization of
instrumental values (as conferred in Rokeach’s definition.(Rokeach, 1976). Organizational
11
values refer to their instrumental values as standards for attaining their aspirations.
Instrumental values describe the need to oblige to moral conditions of what is preferably good
and what is right, or in organizational terms, capable abilities and ethical character. Thus,
Hultman categorizes value content into areas of competence and character, which functions
on a personal and a social dimension (see table 2). This dimension distinguishes between
values that are an asset to a workers self-preservation and encouragement to develop further
(personal competence), and values that missions how workers contribution should unfold
(social competence). It also distinguishes between ideal traits (personal character), and
qualities of appropriate behavior (social character).
Table 2. Values categorized into areas of competence and character with examples.
Personal Competence
Social Competence

Service excellence

Collaboration

Innovative

Contribution to society
Personal Character
Social Character

Honesty

Caring

Courage

Loyal
Value functions describes the purpose that a value implicitly states. Hultman refers to three
functional categories that encapsulates the underlying intention of values; growth values,
stabilizing values and defensive values. These three depicts the forces that often take place in
12
organizations. While growth values ensures forward movement and organizations competitive
edge, stabilizing values asserts the need for balance or a steady core. Hultman tracks this need
to peoples intrinsic will to grow and develop, yet relies on homeostatic values to restore
energy and motivation. Defensive values focuses on values that protects against perceived
threats. Organizations do their best to construct values that satisfies growth, stable and
defensive drives. The difference between organizations occurs as each choses to regulate
these categories differently according to the nature of their occupation.
Hultman notes that viability is a process of continuous improvement. As the new economy
changes rapidly, the content and functions of values are under constant pressure to change and
reform.
Balance
Hultman sees balance as the degree to which values are given proper emphasis relative to one
another. The perspective of balance is eminent in two ways.
Balanced representation, which argues that all categories of value content; personal
competence, social competence, personal character and social character are necessary and
must be represented. This ensures the important areas of human functioning and provides for
accountability.
Balanced value emphasis refers to the chosen values and the priority they have amongst
themselves. While a balanced value system shifts in emphasis depending on the situation, it is
important to be aware of the consequences if values are overemphasized or underemphasized.
13
Alignment
Alignment explains the degree to which values are compatible. Hultman distinguish two types
of alignment, intrapersonal and interpersonal. Intrapersonal alignment is consistency or
integration among an individual’s values, while intrapersonal alignment is consistency or
integration among an organization’s values. When values align, we have a congruence, when
values do not align we have an incongruence. Incongruent values consequently provokes
conflict. These conflicts takes place on both an intrapersonal level, and at an interpersonal
level.
Hultman explains how people tend to have conditional and unconditional self-conceptions.
Self-worth influences what values people lean towards, and where they lay their trust. This
decides if people settle for safer stable and defensive values, or if they embrace growth
values. If people find it hard to decide between these values, an intrapersonal conflict rises.
Intrapersonal conflict may also stem from competing values within a person’s value system.
There may be ambivalence between character values (honesty and sensitivity), between two
competence values (logical and creative), or between character and competence value
(humility and ambition). Such conflicts can lead to a person being ineffective in the work
environment.
As self-worth and its impact on values vary from person to person, there is likely to be
interpersonal conflicts in organizations. They occur in the form of disagreements about goals,
priorities, and methods resulting in power struggles, hidden agendas, manipulation, internal
competition, and mistrust (Hultman, 2005). Hultman describes this as a lack of alignment or a
poor fit between personal, team and organizational values, and he notes that consistency
between personal and organizational values results in a strong moral and productivity.
However, it is unrealistic to think that a team or an organization can ever achieve complete
integrated agreement on a set of values.
A third perspective on alignment of organizational values focuses on the discrepancies
between espoused and actual values. Hultman describes espoused values as ideals for desired
behavior and end-states, and not necessarily those of workers and employees. Intrapersonal
conflict or interpersonal conflict may be the cause to these ideals inconsistent alignment.
Hultman believes organizations can benefit as long as progress toward those ideals are
encouraged. (Hultman, 2005)
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Authenticity
Hultman defines authenticity as the degree to which values are expressed, verbally and
behaviorally, in a genuine and sincere manner (Hultman, 2005). Authenticity is offering the
real reasons for our action, while lack of authenticity is giving plausible but false reasons for
what we do. As with the criteria of alignment, a sense of self-worth plays a decisive role for
telling the truth, as in rationalizing when explaining their actions and decisions that
compromises the truth and protects their self-worth. Instead of admitting mistakes or asking
for help even if they are embarrassed to do so. Hultman believes in fostering an organizational
culture where people can admit mistakes and still maintain their self-worth. By emphasizing
learning and continuous improvement through shared values such as trust, mutual respect,
honesty, openness, cooperation, collaborative collaboration, and taking responsibility for
one’s action.
15
3.4
Summary and implications for analysis
The nature of this study and the research questions it poses determines the theoretic scope
presented. Even more so, the stipulation of this project can potentially be resolved by a
contribution from the components within this theoretic framework.
Schein’s three levels of culture divides organizations into pragmatic layers. These layers
make the inexplicable, though essentially operative attributes of companies, visible. Such as
employees assumptions versus espoused values, which is the gist of what this study explores.
Schein’s levels, especially espoused beliefs and values and basic-underlying assumptions,
narrows down this vast field of study and at the same time targets the “in-between” that
employees and organizations seek to grasp.
Rokeach defines values as desirable end-states or modes of conduct. This helps to understand
and make sense of the motive and connotation of a particular value espoused by an
organization. When conferring with employees and discovering what their impressions are, it
becomes feasible to assert if an espoused value is indeed terminal or instrumental, and
whether an instrumental value interrelates with a terminal value As values are judged not on
what it proclaims, but what it in reality does (Schein, 2010).
Hultman’s four criteria for evaluating organizational values is essential to this study. While
Schein explains what we are searching for, and Rokeach formulates a terminology in
describing the imminent values, Hultman provides a specific ‘apparatus’ to judge whether a
value serves purposefully and is effective in its quest. The narratives and statements made by
the employees, introduces a testimonial or basis for evaluating the viability, balance,
alignment and authenticity of each value.
The poet William Wordsworth grievously utters, that in our endeavor of inquiry; “..we murder
to dissect”. By exploring and evaluating Rambolls shared values through an intricate set of
theories, and interrelate employees’ perspectives as a foundation for applied research, this
study aims to contribute to Rambolls values role in their pertinent culture. As much as this
project estimates a congruence and evaluation of values, it also examines if the impending
methods and theoretic framework is rigorous and prolific for such a task.
16
4 Methods
There are certain limitations, particularities and decisive factors that has led to this projects
use of a qualitative approach, and instrumental case study. A research project is usually
determined by the nature of its questions, the time at hand, and by the object we study. These
agents regulates method, research design and which approach one choses (Kvale and
Brinkman, 2009). However, at the very beginning of this project, the eagerness to experience
new tasks and undertake something personally fascinating was more decisive than any other
factor. I envisioned myself interacting with intriguing people and unveiling their stories, and I
wanted to incorporate the interest of a legitimate business. Early on, a notion of curiosity and
interest, much like the one that led me to studying social science, drew me to focus on how
people interrelate and how they understand abstract constructions within an organizational
environment. From thereon, the stage was set for a qualitative interview and instrumental case
study.
I contacted many prominent companies that fit the mold of what I had in mind. In search for
companies, it was important to find an organization of a certain stature in regards to a
considerable quantum of employees, and a company with a formulated set of values that are
ostensibly in use on an organizational level. Ramboll responded almost instantaneously. At
the time, I knew Ramboll as a large consultant company that focuses on knowledge
development and I knew they had a large number of employees in several disciplines. Prior to
contacting organizations, I was hoping for a response from Ramboll as their company profile
and philosophy was quite prominent and accessible to study.
Ramboll showed a great interest and enthusiasm for this project, I felt I had found a perfect
match in regards to what my study required. I knew Ramboll as an esteemed company within
its field, and I knew they had a tradition for cooperating with students on different levels. The
first meetings with my contacts at Ramboll took place at a very early stage of this process,
which was fortunate. As this gave us plenty of time to discuss critical concerns such as
possible informants, travel arrangements, interview schedule and any requests or demands
from Rambolls side. Although the outline of this thesis was at an early stage and almost
infantile in stature, the primary contacts from Ramboll provided me with great insight and
17
contributed in many ways. In fact, one could say I established a set of perspectives that
influenced this project.
As the thesis gradually assembled into a full project, it did so with a biased discernment of
Ramboll as a company, with an introduction to their culture, and with a kinship to their
occupation. These are important reflections and aspects to consider in a research project,
being that research and data explicates through scientific reasoning. While an inductive
reasoning favors the notion of a theory based on an accumulation of empiric studies,
deductive reasoning concludes a logical certainty from testing a hypothetical premise. The
inquiry of this study has an inductive nature in the sense that it investigates empirically in a
field unfamiliar to me. Yet, as a researcher, I enter this field deductively with an assumption
of its inner dynamic. The assumption attributed by my knowledge of Ramboll works as a
foundation for further enquiry. This contradiction between the deductive and inductive
reasoning, generates and determines the use of a dialectic approach known as abductive
reasoning in this study. Abductive reasoning considers the theoretical background of the
researcher when interpreting and constructing meaning of data (Thagaard, 2002).
While wonder invigorated the questions and theory for this study, science, in its tradition and
methodical approach, will ensure the call for stringent guidelines and allot a possible
contribution to a practical usage. This chapter explains the inclined aspects of the method
chosen, and reasoning for this study. I will in the following, give an account for the use of
qualitative method, instrumental case study and the semi-structured interview.
18
4.1
Qualitative Method
“If one is truly to succeed in leading a person to a specific place, one must first and
foremost take care to find him where he is and begin there. This is the secret in the
entire art of helping” - Søren Kierkegaard
Qualitative research, as explained by Denzin and Lincoln, is a:
“situated activity that locates the observer in the world… qualitative researchers study things
in their natural settings, attempting to make sense of, or interpret, phenomena in terms of the
meanings people bring to them” (Denzin & Lincoln, 2005:3).
With qualitative approach, it is possible to go beyond the initial conceptions and generate or
revise conceptual frameworks (Miles & Huberman, 1994:1). The shared values of Ramboll
constitute an implicit phenomenon, which is presumed to be active in guiding and managing
employees, and maintaining a sense of control. This means that while espoused values are
formulated and can be found somewhere in the scriptures of an organization, they come to life
and bare meaning through the social experience and interaction of an organizations members.
This all takes place in a dynamic atmosphere of impulses that are enforced by employees and
management, and it is prudent to look for causal relationships between some assorted
variables. With quantitative methods, it would be possible to measure, verify and falsify such
attributes of a study. However, this particular study aims to capture the in-depth perspectives
of individuals that reside within this momentous atmosphere. By applying a qualitative
approach, the intention is to foster a greater understanding of the concealed inner works of
this phenomenon (Alvesson & Skoldberg, 2009). Consequently, new notions of why things
are the way they are, or how they operate, arise as sources to new ponder and wonder.
19
4.2
Instrumental Case Study
Values represent an ecumenical issue. Even when penned down in an organizational culture
context, it deals with a common and widely opinionated matter. Therefore, in narrowing down
and refocusing something salient from such a lenient ethnographic subject, it is prolific to
single out a particular case. In other circumstances, this study could very well have been
supported by several cases to strengthen hypothetical conclusions. Also, a closer look at
different organizations and cultures would have given an even wider perspective on this
theme (Creswell, 2007). Nevertheless, the use of an instrumental case study is decided by
this projects granted timeframe and limited grounds.
Robert E. Stake describes the instrumental case study as a specified and probed entity of a
larger issue, which provides insight and renders a generalization (Stake, 1992). When a
researcher applies a case study, detailed information is collected within the boundaries of an
event, an activity, process or in relation to this study: a group (Cresweel, 2007). The case
becomes a source for solidifying further knowledge and research towards external and,
supposedly, grander topics. Case study as a term, bares a multifaceted meaning as it describes
both a process of inquiry, and the product of this inquiry. Much in the same way, this study
intends to further Rambolls interests and at the same time bring forth something unaffiliated
and applicative towards other settings. The more the object of a study is a specific, unique,
bounded system, the greater the usefulness of its epistemological rationales (Stake, 1992).
An applied case is for this study a tool, in the sense that it helps enlighten the concept of
something intangible through something specific. Organizational values are
phenomenological in nature and socially constructed when in use. Ramboll depends on their
intangible structures to function, develop and perform. In their expertise as professional
consultants that deals with immaterial services, and to master their operations and
organization. They have taken great consideration to their values, in regards to what they
communicate as a company, and what they believe is beneficial for their employees.
Therefore, Ramboll and their shared set of values makes for an adequate case for this study.
Not only are Rambolls values intelligibly formulated, they also possess a large constituency
of employees who relate to these values on some level.
20
4.3
Informants
The informants were selected by my initial contacts at Ramboll. The circumstances at the
time were quite different in regards to research questions and other implications. Originally,
there were plans for a comparative study between two of Rambolls departments in Oslo and
Copenhagen. Consequently, two sets of informants were selected from each firm. However,
several informants canceled their planned interviews. As these cancelations resulted in what I
felt to be a disproportionate representation between the two, I was forced to reconsider the
projects research questions and sub-themes. I still traveled and did every other scheduled
interviews as planned, but all informants, either Danish or Norwegian, can be understood as
one selection.
This study’s criteria and standards for informants are relatively flexible. The informants are a
blended representation in terms of age, gender, position within company and tenure. Two out
six informants are women. The informant with the longest tenure has worked in Ramboll for
18 years, and the informants with the shortest tenure have worked in Ramboll for 3 months.
The majority of the informants have been with Ramboll 2-5 years. Beside for one informant
that has a management position, all informants are consultants.
The only regulation or standard informants must meet is to be employed by Ramboll. My
initial contacts accessible candidates decide this particular selection, which happens to be
within a certain under-service of Ramboll. A wider and more heterogeneous representation
would be possible if different markets or services were included. However, there are practical
reasons entailed to this process that has led to the selected informants. Contacting respective
sources, stage new meetings, and further arrangements are time-consuming elements I felt
would jeopardize the time at hand for this project. Besides, the implication of this study and
its represented selection is easily inferential towards other settings within Ramboll. By that, I
mean everything from interview guide, qualifications and demands for informants can be used
towards other specialized departments or interdisciplinary markets within Ramboll. The
decisive elements here are the espoused values and what perspectives any employee can give
on them.
I found that all informants had a lot to say on every subject and the conversations proceeded
in a natural manner. All sessions were documented with an audio-recorder for transcription
21
and further analyze. The language barrier between me as a Norwegian and Danish informants
was an initial concern I had. The lingual differences are not that distinguished compared to
other various languages, yet I feared that I would have a hard time understanding the Danish
informants. By agreeing that we would all stick to perspicuous and slow-paced
communication, supplied by English and repetition where needed, the interviews carried out
successfully. I proceeded to take notes, which was helpful in transcription and analysis later
on. There were six interviews in all and my skills as an interviewer developed and grew with
each session. All planned questions and thematic concerns were presented in each interview,
still I felt the conversations became more lenient and mellow as I gathered more and more
experience. During the feedback and collecting of commonalities from different interviews, a
greater understanding of organizational culture and role of espoused values enkindled. The
audio-recorded data was transcribed for read-throughs and further analysis. The material was
coded according to theoretical considerations and categorized themes that occurred
frequently. Although I put extensive effort into reading theoretic books and articles on this
subject, the interaction and perspectives of the informants along with a pertinent evaluation of
data material, gave a much more holistic comprehension of this theme and study.
22
4.4
Semi-structured Interview
A semi-structured interview is defined as:
“..an interview with the purpose of obtaining descriptions of the life world of the
interviewee in order to interpret the meaning of the described phenomena”.
(Kvale & Brinkmann, 2009:3)
This form of interview corresponds with the age-old customs of phenomenology and
Edmunds Husserls fusion of the horizons (Alvesson & Skjöldberg, 2010). Semi-structured
interviews deals with complex phenomenon, as the interviews conversation seek to obtain a
systematic knowledge of perspectives that make out intangible forces in its context. In other
words, the interviewer through questions and response, seeks to make meaning of the
interviewees’ subjective experiences (Kvale & Brinkmann, 2009). This may seem trivial and
axiomatic, as it resembles the standards of a daily conversation. Although an informal and
friendly feel to the interview is favorable, there are certain preparations and indications the
interviewer should bear in mind. Semi-structured interviews include question that are
generally open-ended and must allow room for moderations and improvised elements, as an
informant’s response is unpredictable. Tom Wengraf describes how research interviews are
not designed to ‘help’ or ‘empower’, or ‘change’ the informant at all. They are designed to
collect information with the purpose of:
1. Developing/constructing a ‘model’ of some aspect of reality that hopefully will be
found to be in accordance with ‘the facts’ about reality, or
2. Testing a constructed model to see whether it is confirmed or falsified by ‘the facts’,
and more usually,
3. Doing both the above
(Wengraf, 2001:4)
The interviewer becomes the essential, and most delicate tool of this practice. As he or she
holds a great deal of power as to what direction and conversational topics that are included in
the interview. However, it is important to be docile, and even more so attentive to digressions
and off-topic narratives that the interviewee present. Semi-structured interview are beneficial
23
in the sense that one is encouraged to ask improvised supplementary questions to comprehend
additional knowledge to the original topic. This implies a strong discipline, awareness and
ability to pay attention to unarticulated sentiments and multifarious meanings of what comes
up during the interview. An interviewer does not naturally possess the necessary skills needed
to perform an interview. They are usually attained by preparing, practicing and learning from
each session (Kvale & Brinkmann, 2009).
24
4.5
Methodological Reflections – interview
guide and interview process
“If we knew what it was we were doing, it would not be called research, would it?”
- Albert Einstein
This projects use of qualitative interview, from its earliest planning and forming of a
questionnaire, to its interaction and transcription, has been a process of newfangled challenges
and hurdles. An interesting and much learned experience has come of it.
The first meeting with my contacts from Ramboll was crucial as we decided on important
aspects of this project. The theme of organizational values received an exhilarating and
appreciative response from Ramboll. We all agreed on the implications, but we were curious
and speculative in how to approach the subject. There was a concern with simply asking
employees if certain values are present in their organizational culture, and further asking them
to elaborate on them. We feared the employees would only give subjective pictures of what
the values represent to them in general, and give very little contribution to Ramboll’s context
and organizational function. Although it is essential to unveil employees’ subjective
perspectives, this might result in several personal stories and narrations but nothing relating to
this projects theme or thesis. Another consideration and a common dispute regarding
organizational values, is that employees tend to focus on the work they are assigned too and
more intricate everyday tasks, so much that company philosophy and espoused values are
easily forgotten (Schein, 2010). This makes for interesting phenomena of study in itself, but it
would lead to very little data if employees could not contribute with anything, as they likely
do not know what the values are. Together, we concluded that the interview would have a
‘bottom-top’ approach. As each value is described in detail and compromising certain
intentions and criteria, it is possible to formulate questions regarding the detailed content of
each value, and thus see if employees’ narratives and perspectives align with the described
content of the values. This makes for an interview guide, where sets of questions pertaining
the described elements of each value, culminate a basis for analyze. Therefore, the interview
guide is structured into clusters of questions, meant to elicit opinions and feedback that can be
traced back to each espoused value.
25
To entice informants to share their perspectives and thus elicit information that relates to the
values, the questions had to be easily comprehendible in theme. Yet, unrevealing in regards to
what I as an interviewer was after. I had some difficulties formulating these questions, as they
needed to be precise and to the point and at the same time not reveal what value each question
referred too. Eventually, I found that asking questions about certain themes gave the explicit
and affiliated information that I needed, and could relate to the espoused values. In most
cases, the interview guide worked more as pinpoints or clues of the agenda when trying to
capture the certain themes. Themes such as:
-
work environment
-
whether informants were pleased with their job or not
-
things they appreciated and things they thought could be improved
-
disclosure and discretion in terms of communication between employees and
management
-
to what level they felt individually empowered to do their job
-
to what extent they felt they interrelated with clients on a personal level
-
dialogs and guidelines for collaboration
Although this interview guide was implicit in capturing information about the values, each
interview was finished with explicitly asking each informant if they could recite Rambolls
five values. In agreement with my initial contacts, we were curious and thought it would be
interesting to see how the response would turn out. Most of these themes were received with
great interest by informants, and most of the questions and themes merged together as
conversations went on. In fact, many of the questions were answered by digressions and
subjects that informants themselves initiated.
Although this was complicated pocess, the questions were effective when in use, and in its
quest. As according to the composition and norms of semi-structured interviews, the subjects
of each question were easily comprehendible and articulated in an open-ended fashion (Kvale
& Brinkmann, 2009). The interview was tested on external sources in the form friends to get
an idea of how long the interview would take, and to get some feedback from neutral
participants.
26
4.6
Validity and Reliability
This study is naturalistic and themed around something socially constructed, while validity
and reliability are conditions and terms affiliated with rationalistic traditions. The two
paradigms have contrasting views on reality, and one can question if applying these terms to
qualitative research is contradictory. As exemplified by Sharan B. Merriam’s notion, that
human nature is not static and therefore it is problematic to assert reliability when dealing
with social science (1998:204). On a similar note with validity, how can one conclude
something accurate and corresponding (rationalistic paradigm) where truth and reality is
understood as fleeting and momentary (Guba, 1981)? Nevertheless, qualitative inquirers need
to demonstrate that their studies are credible and explain rigorous qualities of the project.
There needs to be a differential measure of ‘good’ and ‘bad’ research. Otherwise, it would be
pointless to carry out this study or qualitative projects in general (Creswell & Miller, 2000).
This particular study takes an in depth look at a phenomena in an iterative process. Which
means that there is an ongoing holistic evaluation and, if needed, adjustment of the projects
theme and research questions (Merriam, 1998). This puts the researcher in a delicate position.
In securing well-grounded research, the notion of consistency and dependable links between
data and result must be ever-present. Lincoln and Guba explains how this becomes the
“footing” of validity in qualitative research (Lincoln & Guba, 1985). In relation, I had to
discard a sub-theme pertaining this study, due to misrepresentation of informants. Meaning
that informants within each group that was uneven in number. This was a decision based on
the belief that the study would appear inconsistent and undependable with the data I had
collected. I did not feel that I could present a reasonable or somewhat accurate understanding
of the projects complexity, when one of the initial groups of informants were considerably
fewer in representation.
Reliability in quantitative tradition explains the generalizable and external validity of a study
or project. Meaning that the conclusions and end result of the study is likely to occur under
similar circumstances and conditions (Kvale, 2001). Qualitative approaches is on the other
hand more concerned with the peculiar and open-ended, as appose to the generally true of the
many (Merriam, 1998). This project aims to evoke a perspective, much in the same way a
researcher calls forth a “working hypothesis” (Cronbach, 1975: Guba, 1981). A working
27
hypothesis is propositional in nature and suggests an alternative lens (Cresswell & Miller,
2000) or supplementary worldview (Guba, 1981) in understanding the inner kinetics relating
to the phenomenon, or the phenomenon as a whole. Thus, this study restrains itself from
resolving unilateral conclusions. In qualitative fashion, it aims to contribute in a cause and
effort towards new knowledge (Kvale & Brinkmann, 2009). More precisely, this study aims
to provide supplementary aspects in an organizational cultures motion to assess and evaluate
organizational values. Both in terms of approach, and in conclusive findings.
28
5 Analysis
The theories used in this study has been combined to allow a conceptualization of Rambolls
values into meaningful terms, appropriate categories, and various measurements of the values
pertinent attributes. In other words, the theoretic background establishes a framework that
offers a greater understanding of Rambolls values. This framework relies on data that
informants contribute with their impressions and perspectives on Ramboll’s organizational
culture. A potential misalignment or contrasting accounts may occur between Ramboll’s
espoused values and informants assumptions about Rambolls values. Any discrepancy or
ambiguous interpretations are significant research results in its own right, and it gives
credence to a re-evaluation of Rambolls values or the role they partake in their organizational
culture.
Thus, we have a setup to initiate an analysis of the alignment between espoused values and
employees’ assumptions. While this analysis of Rambolls values means to produce an
outcome that favors them, this analysis is also an experiment that examines the quality,
validity and rigor of the theoretic framework.
In the following, the informants’ interviews will be integrated and discoursed with Hultmans
four criteria, Scheins three levels of culture, and Rokeachs concept of instrumental and
terminal values. Modified implications and specific adjustments to the affiliated theories, will
be accounted for within each subsection.
29
5.1
Hultman’s criteria applied to Rambolls values
The assessment of Rambolls organizational values into Hultman’s criteria is a systematic
investigation of a copious corporation, into a complex theoretic and abstract model. There are
multiple facets to consider with such an undertaking. Based on this projects structure and
setting, as well as academic backdrop, there are certain limitations to consider when applying
Hultmans criteria Viability, Balance, Alignment and Authenticity.
In the most intricate details of the criteria and their related issues, Hultman includes
psychological aspects in describing intrapersonal motives. These motives are relevant to some
criteria in the sense that employees’ inner thoughts and motivation are specific components
within a larger context. However, with focus on the phenomenon that is Ramboll’s values,
this study restrains from going into deeper, personal particular narratives of the informants,
and rather concentrate on the interpersonal aspects that Hutlman’s criteria can uncover.
When assessing the criterion of Viability, it is important to take a closer look at each of
Rambolls values. As the content that is described within each of them determines the
adequate category to place them in. The areas that Hultman highlight as important,
distinguishes favorable values for employees’ abilities or competence, and values that are
desirable assets to an employees’ character. The way Ramboll formulates their values in
scriptures and company profile, becomes an issue of value content which is practical to use as
it conceptualizes organizational values into distinctive classes, thus making it easier to study
their purpose from a meta-perspective. However, a framework or model such as this is applied
with the intention of finding generalities. A business like Ramboll is like most other
businesses, unique in their enterprise and have unique competitive advantages. It can be a
challenge to place values that are meant to be unique into general areas of value content.
Nevertheless, since informants are implicitly asked about their perspectives and their
impressions, they help confirm these values in terms of both content and what area of
competence or character they belong. In the same way value content is categorized, value
function is an issue of viability that assigns values into distinctions based on their underlying
intention. Hultman argues that values can be placed into growth-, stabilizing- and defensive
categories (Hultman, 2005). And in the same way value content asserts general aspects to
30
Rambolls particular values, value function tries to encapsulate the intention behind each of
Rambolls values into common traits. Since these categories are supported by trends and
observed customs in organizational cultures (Hultman, 2005), it is interesting to see if
informants’ narratives make the issues of value content and value function easy to apply to
Rambolls context.
Balance is a criterion that considers balanced representation and balance value emphasis.
Balanced representation is an issue that relies on the content of an organizations’ shared
values, and if they can be placed or meet the requirement of the four categories within the
issue of value content. So balanced representation ensures what Hultman describes as
necessary for effective functioning of organizations and corporations (Hultman, 2005). While
Rambolls informants and their perspectives will give reason to place, or not place, certain
values within certain categories, it is even more critical that all categories are represented by
Rambolls values. Even in a case where all categories are represented, there is still the matter
of balance value emphasis. An organizational culture will always face challenges and
experience vigorous periods, and this is when values are meant to guide and lead employees.
In such settings, there are certain values that employees commit to more than other values.
Usually, this is decided by a particular situation. However, over extensive periods, the
overemphasized or underemphasized values may lead to a disturbed balance. Rambolls
industry is a hectic and an ever-changing one. The presence of a value, and at what time
values operate as desired may change according to nature of tasks or projects. Informants’
impressions may give a greater understanding of disadvantaged consequences of imbalance
among Rambolls values and the current climate.
The criterion of Alignment is a complex one as it considers values on an individual personal
level (intrapersonal), as well as values integrated on an organizational level (interpersonal).
To make an account on individuals and their intrapersonal alignment, it would require greater
theoretical perspectives than provided in this project. Intrapersonal alignment deals with
topics such as self-worth, self-confidence, conditional and unconditional self-conception and
internal conflicts that influences competing values within a person’s value-system (Hultman,
2005). While a further investigation of such topics would be interesting, it is beyond the scope
31
of what this study can withhold. Both in terms of my background as researcher, and the
practical implications, such as time and this projects disposition. Therefore, in this study the
criteria of alignment will be applied without the perspective of intrapersonal
alignment/conflict, and rather focus on interpersonal alignment and discrepancies between
espoused and actual values in the case of Ramboll.
Hultman, as with alignment, considers guarding of self-worth a prominent factor in the
criterion of Authenticity. In an environment such as organizational culture, employees can
under critical circumstances communicate and express values in a manner that is more
beneficial to their own ego than what is beneficial to the work environment or task related
concerns. To gather data on informants’ habits relating to whether they exercise Rambolls
values in authentic fashion or not, it would be necessary to dig deeper into informants’
personal preferences and ethical convictions. With the risk of gathering data that departs from
the initial theme of this research project, the criterion of authenticity will be applied to
Ramboll’s values with focus on the work environment externally. Externally, as in what
informants understand as influential customs within their organizational culture. Customs
relating to values that apprise trust, mutual respect, honesty, openness, cooperation,
collaboration, and individual responsibility. Such customs are what Hultman propose in an
effort to develop organizational cultures (Hultman, 2005).
In the following, the empiric data in the form of informants’ narratives is cautiously and
thoroughly made an account for on its own merit. In doing so, the relevant information will be
assessed to Hultman’s criteria. Within some sections, data and certain issues will be asserted
to Ramboll’s values. As this helps elucidate how Hultman’s theory works. For example, the
underlying issue of viability, value content, will be asserted to Ramboll’s values. Seeing that
the four conjoined areas of value content also determines balanced value representation, the
underlying issue of the criteria balance.
Furthermore, elements within the analysis that are conclusive or seem prejudged, will be
accounted for and revisited in the discussion section or conclusion of this study.
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5.1.1
Viability
Value content
Hultman distinguishes four categories of value content that helps position Rambolls five
values into a correct or fitting category: personal competence, social competence, personal
character and social character. Ramboll’s espoused values are clearly defined, and based on
their description, they could easily be placed within these categories unceremoniously.
However, with empiric narratives from informants, it is possible to assert the espoused values
into the value content categories, based on a more solid foundation.
The narratives of informants from Ramboll will give reason to ‘verify’ or ‘control’ how we
position their values, as proposed in table 3.
Table 3.
Personal Competence
Social Competence

Insight

Integrity

Empowerment

Empowerment
Personal Character

Empathy
Social Character

Enjoyment
33
The value of Insight is placed in the category of personal competence. Insight describes an
ability that is implemental when facing new tasks. Consultants are expected to be creative and
think interdisciplinary in solutions for clients. This proclaims an ability more as a standard
than desirable trait. It is also reasonable and convenient to place Empowerment in the same
category. The value of empowerment describes delegated responsibility towards the
individual. Employees are trusted, equipped and expected to make the right decision in a
given situation. These are both values of expectations for employees.
When inferred with what to expect by a ‘typical’ Ramboll employee, an informant said:
To find your place here.. For your own sake, it is an advantage to be self-sufficient
and to know what tasks to prioritize. Because normally one works with several tasks
and projects simultaneously. Also, it is important to know when to contact more
experienced coworkers..
The informant is describing abilities in terms of individual responsibility and being
independent in handling several projects at the same time. This is described more as condition
to handle work tasks, as appose to a sense of guidance.
Another example, describing both individual responsibility and creativity :
There is absolutely a lot of freedom to do things the way you yourself think they ought
to be done… We always try to make unique “tailor-made” solution for each project.
It is interesting to see how one informant describes the individual responsibility as a condition
that one must manage, while another informant describes the aspect of individual
responsibility as freedom to things your own way. Although they are different in perspective,
they both point towards Empowerment as a decisive ability to perform their job, and thus a
personal competence.
34
These abstracts exemplifies a common impression among informants. The room for
individual responsibility and delegated decision-making is a reoccurring theme, which also
seems to be a much-appreciated facet of the company.
Which brings us to the value of Enjoyment and how it is categorized under social character.
Ramboll describes enjoyment as a profound part of employees’ life. It encourages teamwork
and a positive work environment, but even more so, enjoyment makes a foundation for
workers to attain their full potential and strengthen their ability to think and act. Naturally, it
is appropriate to ask employees about their well-being and if the work environment is
perceived as a positive atmosphere:
I think we have a good work environment. It’s fantastic how many skilled and
enthusiastic and.. what’s it called.. responsible colleagues work here in Ramboll. We
are all molded by the same smith.
This is a shared feeling among all informant. And a fitting example as it coincidently shows
how when informants are interfered with general happiness and work environment, they tend
to elaborate on how driven and proficient coworkers are. This seems to be a motivating factor
for the majority of informants. Along with the fact that people are cooperative and willing to
help when needed.
In my experience, we have a very helpful work environment, and a very including one.
Even though we’re delegated a fair share of responsibility, there are always people
that help you and support you along the way. I’d say it’s a very inclusive work
environment.
This informant highlights an interesting aspect of Ramboll. Although consultants are expected
to be self-governing and autonomous in the daily task, there seem to be no lack of help from
colleagues when needed.
When asked about the issue of communication, dialogues and cooperation amongst colleagues
and customers alike, the informants gave many impressions that can be traced back to the
values of Empathy and Integrity. Empathy reflects the ability to put oneself in other peoples’
35
shoes, both customers and colleagues. Therefore, it is placed in the category of personal
character. Because it suggests an ability pertinent to a person, it is logical to place it within a
character. Like when communicating with coworkers on different levels:
Authority is not decided by a label here..
Meaning that even though there are different ranks or positions within the company, there is
always a respectful approach towards one another.
One informant explained a fascinating anecdote:
In Ramboll we have a mantra that says “the best argument wins” .. and it doesn’t
make any different if you are student or an internship-practicing or a consultant or
director. As long as your argument is strong, than that’s what we should go with.
As other informants were confronted with this ‘mantra’, there seemed to be few who
recognized it as a common expression, but all confirmed its presence and found it fitting as a
description of their workplace or culture.
I haven’t heard it before.. But I experience it quite often…
Another response to the ‘mantra’:
Everyone has an individual responsibility to contribute if you think you can.. And of
course, when you are new as a consultant or assistant.. You have to ‘feel your way
around’… and you might be hesitant to present any apposing argument. But once you
do, I think you’ll find that it works out fine.
These are also statements to consider when categorizing the value of Integrity. The value of
integrity is described a factor in eliciting trust and respect through decisions, and in general.
Although it is further implied that integrity relies on informal and honest communication
across the company structure in an ethical orderly fashion. While one could easily understand
36
Integrity in the same lines as the value of Empathy, Integrity is placed in the category of
social competence. Because, it becomes a vital ability in a social situation or within a group
that together follows certain norms and rules.
Value function
The issue of value functions describes the intention that values have in the form of growth
values, stabilizing values, and defensive values. These three classes help conceptualize and
specify how values are meant to influence employees. The values of insight and
empowerment are in their formulation values that encourages and enforce employees to seize
and act on opportunities. Opportunities related to individual tasks, and opportunities in an
inter-disciplinary perspective. These are definitely notions one can place under growth values.
As expressed by informants:
My daily tasks are one of the reasons I enjoy this job. I feel like I’m being challenged
every day. And it’s still like this after x and half years. And that’s fun.
Another informant notes:
Our profession is super-interesting!
There seems to be an understanding among the employees that there is no limits to developing
further within the company. In relation, informants spontaneously spoke warmly about
courses and seminars where one could learn new methods and develop new skills:
We’ve always had internal learning programs where we can excel further. And these
courses are set in different countries, which is exciting.
37
While insight and empowerment are present as growth values, it is more fitting to assert
enjoyment as a stabilizing value. It has always been a traditional goal of Ramboll to have
satisfied employees working for them. One could also recognize enjoyment as a growth value.
However, as described in the company profile this is a value that reinforces a positive work
environment and indirectly strengthens workers abilities.
Integrity and Empathy are defensive values that ensures ethical conduct and trust when
dealing with customers and colleagues. As explained when categorizing value content, there
are certain norms that employees feel are present both in communicating with each other, and
customs that ensure a positive work environment.
In a more outspoken reference to company values, an informant said:
In practical situations, situations that are in the “gray zone” that concerns bribes and
‘frauds’ as they’re called.. there are clear signals for me on what I am expected to do.
This is an example of the extreme, where ethical conduct gives crystal clear guidelines. And
in relation to cases like this, the informant found great comfort in what the company
communicates to their employees, but also what clients and outsider can expect when doing
business with Ramboll.
The value of Empowerment is placed in the category of personal competence and in the
category of social competence. As stated in the formulation of empowerment: With the ability
and licsence to act, Ramboll builds relations based on decision-making close to the customer.
This suggests that the value overlaps the two categories and becomes a decisive factor in both
an autonomous philosophy towards employees’ handling of daily tasks, and an ideal set for
dealing with clients.
Several informants reflected on Rambolls self-governing style and their consultants trusted
responsibility towards clients:
How we meet the demands of our customers, is really up to the consultant.. It’s
important to facilitate a dialogue.. To please the client. It’s important.. to create good
relations and regular customers in the field we operate..
38
I think we are really good at meeting the clients ‘halfway’ on a personal level.. And
while providing answers to their demand, we are good at challenging them with new
perspectives.
This bares evidence of a collective skill or tradition for social competence. Which makes
sense considering the company philosophy on peoples inherit ability to act, and make the
right decision in a given situation.
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5.1.2
Balance
The categories of value content, or whether it is possible to assert a value into each category,
dictates is decisive for the criterion of balance and the issue of balance value representation.
Hultman argues that when personal competence, social competence, personal character and
social character are all represented, there is reason to argue that the values pleases important
areas of human functioning and provides accountability for actions and decisions made
(Hultman, 2005). The collective testimony of the informants indicates that Rambolls values
indeed are represented in each separate category.
The issue regarding balance value emphasis takes a closer look at how values are prioritized
in relation to one another. When certain values are overemphasized, underemphasized or
utilized in more dominant fashion than other values, there might be dissonance between them.
This may give cause for concern as an exaggerated presence of one value weakens others or
distorts a healthy balance. While informants in general appreciate the challenges and sense of
freedom that comes with individual empowerment, there are those who voice a concern about
individual workload:
I’m sure it (workload) can be a bit too much at times. We are all different.. some need
more for preparations and such.. It is probably a heavy burden for some without
proper back-up.
While there is nothing conclusive that can draw extensive workload into a certain value, it is
still interesting to note that something might be overemphasized or underemphasized, as it is a
reoccurring theme. Informants were asked if there were anything about their job or work
situation they thought could be better, and individual workload came up as a repetitive
response:
At times, the workload is massive.
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Another informant noted:
If I’m to point out something that could be better.. In certain periods we have a lot of
projects going on.. Long days and long weeks.. These periods come and go, and
eventually you learn and adjust how to deal with this.. But yeah.. A lot of work..
In one of the interviews, an informant was frank and opened up about the conditions
surrounding employees’ flexibility and self-governing style:
What we lay down in overtime, we don’t get anything extra. You don’t receive paid
overtime. You work for free in a way. And that, I guess causes a lot of disgruntle..
Rambolls values do not make an account directly for these conditions. As this informant
explained that this is a typical aspect of the profession, that Ramboll operate in. And
employees are made aware of this prior to starting in Ramboll:
I was sort of in doubt as to accept this job or not. On the account of not getting paid
for overtime.
One of the informants tried to shed some light on this subject in a bigger context, and further
explained how Ramboll have taken some measures to deal with disproportioned workload:
If you consider any consultant business, I think you’ll see that big workloads is
something everyone has to deal with.. And that’s the way this proffesion is. Although
recently, we had a reorganization. Where we allocated the workload into more equal
proportions.. And I think that might have contributed to more even workloads for all
consultants. So we kinda’ tried to deal with it..
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5.1.3
Alignment
Alignment is a very essential criteria as it deals with conflict, misalignment and consistency
between employees understanding and views on an organizations’ value, and the values’
idealistic intention and function. The interviews addressed this issue in a discreet manner, as
the conversations often revolved around aspects about Ramboll that employees felt could be
better. Alternatively, if there were any restrictions or limitations informants disagreed with.
Informants were quite candid and honest about how they perceived their situation:
Informant: They say we have a lot of freedom to influence our own daily operations..
Interviewer: They say so?
Informant: Yes management says so.. They say that it’s up to us if there is something
we would like to do more or less of.. or if we’d like to try new ways of doing things. So
initially there is a lot of freedom.. But realistically, we don’t have much time to
consider new ways..
There seems to be a controversy between what the value Insight promotes as creativity and
tailor-made solutions, and what the informant actually perceives as possible in terms of
workloads and deadlines. As elaborated:
Informant: I could to do something about it .. But I seldom find the time.. We don’t
have a practice for addressing this..
Interviewer: I see.. So it’s easier to fall back on routines instead?
Informant: Yes.. ‘cause it’s kind of like a grinder that goes on.. It’s difficult to stop and
reflect on what we’re doing.. So in theory we do have this.. (freedom to be creative
and think new) But in practical terms, it’s difficult to find time to actually do
something about it..
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This is very interesting, as it not only addresses the desired guidelines offered by Insight, it
also questions communication across company structure. Which in detail describes the value
of Integrity.
Another informant, when asked about room for creativity and delegated responsibility, shared
some thoughts that opposes the value Empowerment:
These loose unconventional rules, they make for.. (pause) We are all different, and we
all prioritize different things. Some prioritize something and others prioritize
something else. And this causes a bit of frustration as you’d whish sometimes there
was a distinctive principle line to follow.
While this contradicts the value of Empowerment, and what Ramboll considers a cornerstone
of their business, the informant was concerned that unceremonious guidelines and too much
delegated and almost selective responsibility would lead to inefficiency. As explained in a
highly lucrative case, where the informant relied on decisions from others that were tied up in
other less commendable projects:
I usually have a good idea about which consultants will contribute to a particular
case, and those that won’t.. Or at least which ones that will prioritize it.. And then I
find myself thinking: “Don’t you people see the big picture here?”.. In cases like that,
I feel things would benefit from being different.
This is a good example of an interpersonal conflict between espoused values and underlying
notion based on employees’ perspectives. Although this describes a particular case, others
share the concern for too much freedom and few directive guidelines:
I think that in certain periods.. (pause) while it depends on the individual consultant..
I’m sure we could do with less freedom than what we are minded.. Sometimes it seems
that everything comes down to ourselves.. It’s a matter of balance.. But we should
make sure everyone has proper back-up..
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5.1.4
Authenticity
Authenticity is a criterion that inspects the sincerity and genuine mode of organizational
values (Hultman, 2005). Rambolls values are phrased quite clear in terms of intention and
purpose. Yet, these scriptures and formulation mean very little if they are not utilized in the
daily practice of their pertaining culture. Rambolls members are self-reliant in many ways,
but every organizational culture relies on support from management and colleagues at one
point. This becomes evident in the behavior and underlying norms for how one cares for one
another (Schein, 2010). Therefore, it is natural to confront informants with subjects that relate
to honesty, mutual respect, openness and trust in the work environment, and among
employees.
Informants were asked about disclosure in Ramboll and whether there is a tradition for
transparency towards employees and clients, or if discretion and reluctance towards exposure
are more dominant agents in the company:
In my experience, we are a business whose values reflect openness.. openness and
transparency in terms of what we do. And even in our domestic methods, we try to
have transparency..
This informant describes a work environment with no secrecy or concealed decision-making.
In fact, when asked about elements that the informants appreciate most in Ramboll:
We have a very flat organization structure. This gives me the opportunity to engage
with people at different levels of management. And I really appreciate that.
Informants in almost every interview mentioned the issue of flat organizational structure.
Yes, there is a very flat organizational structure. There is no one you are afraid to
approach or confront.. No matter who it is..
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It’s a very informal environment, and short distances between workers and
management.. Pretty flat organizational structure, even though there are plenty of
managers at different levels.. it’s really easy to get through with question and things
like that.
One informant experienced these ‘short distances’ in the same way almost from day one in
Ramboll:
Looking at our environment from a hierarchical perspective, I’d say it’s a very flat
organizational structure. We are treated very equally in terms of assignments and
projects.
The informant described further a specific episode that was very unexpected and surprising:
Two upper managers asked me for help since they had heard I was proficient with a
certain method.. I suggested a couple of things, and to my surprise, this solved their
problem.
These statements give evidence of an unfeigned work environment. All informants confirmed
a flat organizational structure, which corresponds well with the value of Insight. Where trust
and respect are vital components. The same could be said about the narratives about
transparency and ‘short distances’ between management and consultants. Which is also relevant
in the light of Empathy as a value. Where all employees are encouraged to ‘put oneself in other
peoples’ shoes’.
Hultman notes that the criterion of authenticity has a sustainable and progress focused nature.
It argues for a culture where people can admit mistakes, learn from them, and still maintain
credibility (Hultman, 2005). The interviews avoided asking informants about their personal
experiences and opinions related to inner quarrels and disagreements. Still, several informants
in relation to openness and mutual respect, spoke of a particular situation where several
45
employees felt excluded and almost overruled. Decisions were made that had direct negative
consequences for a group of employees. In the aftermath, issues and disagreements had to be
resolved:
We’ve been through a process.. It became apparent that we were not that pleased with
the lack of ‘openness’ towards us.. Management.. they hadn’t communicated to us that
things weren’t all good. We had some idea I guess, but were surprised with what the
consequences were..
This issue involved several employees, and affected the atmosphere in a negative way. A
meeting was held so everyone could tell his or her story and management could get feedback:
We had a very productive dialog in the aftermath of this. Management were very
accommodating with our frustration and upsets. They were very obliged to meet our
wish to know more about what was going on, and our wish to be more involved with the
tough decisions.
Another informant:
Yeah we were taken seriously. I think this process showed that we have a good
relationship between management and consultant.
Other informants agreed that managements handled this dispute very well. One of the
informants described how these kind of disagreements are common in big organizations. The
process after such issues are usually decisive for the mood and climate of the culture:
You can always disagree in the decision management make. That’s fine. But there’s
been a process where.. (Pause) When we first disagreed, it wasn’t like we all sat down
with a beer and talked down on management. We always had a positive dialog where
no one was afraid to express what they felt about things. Which I think.. In a way.. is a
sign of a “healthy” climate. An important sign, much more so than the fact I disagree
with the decision in itself.
46
Informants explained this situation vividly and as positive process for their organizational
culture:
These things happen in big corporations, and I think it will always be like that.
Decisions will be made without everyone agreeing. But the fact that we have a culture
where it’s okay to speak out if you don’t agree, that’s really important. And I feel this
process exemplifies the best of our culture.
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5.2
Ramboll’s values and Schein’s three levels
of culture
When Schein divides culture into three levels artifacts, espoused beliefs and values, and
basic-underlying assumptions, it is done as a procedural approach to locate where inexplicit
aspects and phenomena manifests itself (Schein, 2010). Ramboll is a massive company in
terms of being a globally dispersed organization, multidisciplinary in business markets, and
the fact that they employ a considerate amount of people. The task of locating anything from
an outsiders’ perspective seems arduous at first. However, these three levels helps constellate
informants’ narratives of intangible subjects into overt categories. While informants’
narratives can attest the effectiveness of values through Hultmans criteria, Scheins levels of
culture helps audit informants’ narratives relating to Rambolls values into distinctive classes
of where they become visible.
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5.2.1
Artifacts
The level of artifacts in Ramboll is hard to decipher in terms product and materials, as
consultants produce an immaterial service based on advice and external assistance for clients.
A company that produces certain effects and materials based on a consumer-producer context
would have trademark artifacts, which are much easier to distinguish. In other words, the
foundation for assessing Rambolls shared values into the artifact level, is different from
companies that make armor, medicine and other more tangible products. Although, Schein
describes attributes such as mannerism, language, stories and observable behavior as a part of
the culture that manifests itself at the artifact level (Schein, 2010). When informants were
conferred with issues such as their work environment, if they were content with their job, and
what Rambolls competitive edge is, some informants talked about the similarities and
strengths among employees:
Informant: There are allot of motivated people here. People want to do as good job as
possible.
Interviewer: So you would say that the human capital here is strong?
Informant: Yeah I would say so. ‘Cause that’s what we sell.
The informant brings up an important aspect relating to the artifact level. The service and the
consultants that provide this service, is indeed Rambolls most important stock in terms of
production and income. Consequently, the foundation for assessing Rambolls values on an
artifact level is possible by highlighting the typicality and common traits of the employees.
One informant shared some thoughts about the work environment, and what to do to maintain
a positive atmosphere, and what typical people Ramboll hire:
Informant: It’s a very informal atmosphere here. You can wear whatever clothes you
like instead of suits.
Interviewer: You can be yourself so to speak ?
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Informant: Yes, at least that’s what I think. I think it’s a part of what goes on in the
hiring process. “Do they fit in or not?”. I think they are very aware and consider that
in the process. ‘Cause this is Rambolls advantage I think, the positive work
environment. And to maintain such a positive work environment, you need to hire
certain people that can contribute and maintain the positive environment. And don’t
hire people who put themselves in front of others.
Informants describe a typical Ramboll employee as motivated and cooperative towards the
group, which is retraceable to the description of the values Enjoyment and Empathy. These
traits are perhaps quite common and easily recognizable when dealing with consultants in
general. However, it is important to note that informants expect a certain mannerism and
behavior from their colleagues.
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5.2.2
Espoused beliefs and values
When organizational values are presented as goals, aspirations and ideals that are meant to
aspire and guide members, they are what Schein describes as the espoused beliefs and values
of the organizational culture. In Rambolls case the shared values are briefly mentioned in the
company profile scripture called ‘Code of Practice’, but they are elaborated in Ramboll elearning program.
To elicit impressions and thoughts about Rambolls espoused values from informants, in
particular how and where they are formulated, each interview was finished with asking
informants if they could recite Rambolls espoused values. Surprisingly, none of the
informants could recollect the values. Maybe one of the values at the most. Several
informants tried to guess, and there were those who were honest enough to explain that they
had no idea what the values were:
I’ve heard about them. I can’t say I know them. I think I recall one of them..
Empowerment? If they’re core values, or if they are goals.. I have no idea.. It’s kinda’
farfetched for me, and I don’t think it matters to much..
This informant did not know much about what the values proclaim or what purpose they have.
As explained further:
We don’t focus on them in our daily lives. But if they are implicit and unsaid while still
being present so to speak.. than that’s great.
Other informants shared this view. While not really being able to recite the values word by
word, or in any words, several informants spoke of a predominant feeling that there is a
common ground that employees rely on:
We don’t carry them around with us (the values). It’s nothing we walk around and say
out loud to one another. But I do think they are embedded in our understanding.
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Another informant said:
I think it’s allot of common sense to this (the values). That there’s allot of truism to
them. So I don’t think that we aren’t following them, but they are not something we
measure ourselves after either.
An interesting aspect of this, is that the implementation or accustom of espoused values
towards employees does not seem to be a noticeable priority for Ramboll. However, none of
the informants argued that such measures or appraise are needed. There seems to be an
overriding notion of goals, beliefs and ideals as explained by an informant:
I feel that I know what Ramboll wants in the big picture, but the five values is nothing
I bear in mind in my daily work.
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5.2.3
Basic-underlying assumptions
Basic-underlying assumptions is the level Schein considers the essence of organizational
culture. These assumptions are decisive for groups when it comes to thought process,
behavior and taken-for-granted structures that are not obvious to outsiders (Schein, 2010).
This is a critical level for Rambolls managers and those involved in organizational
development to comprehend, as this is where the discrepancies and ambiguous patterns
manifests themselves. Much like Hultmans criterion of alignment, Scheins level of basicunderlying assumptions clarifies something within Ramboll that is misaligned and possibly
tacit. Tacit in the sense that it is not necessarily something managers are aware of or notice.
Based on what came up in Hultmans critera applied to Ramboll, informants’ narratives have
been prolific in discovering current tendencies and rudimentary disagreements related to
Rambolls values. Which is essentially what Scheins level of basic-underlying assumptions
aspire to do.
However, seeing that these tendencies, disagreements and controversies are essential findings
and consequences of applying the theoretic framework to Ramboll, basic-underlying
assumptions will be presented more conclusively in the following discussion chapter and
possibly conclusion.
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5.3
Ramboll’s shared values – an interrelated
perspective
Rokeachs concept of instrumental and terminal values is based on the idea that specific
modes of conduct or certain end-states are more preferable or beneficial than others (Rokeach,
1979). Meaning, that values are idealistic as they describe something we want to obtain
(terminal values), and they are implemental in reaching these idealistic values (instrumental
values).
Accordingly, there is an interactive relationship between instrumental values and terminal
values. Asserting Rambolls values into categories of either instrumental or terminal is
practical, as it can arrange values into a hierarchical order. Even more so, the reciprocal
relationship between certain values can give an indication of the inner dynamics and the
function they have on employees’ daily work. Rambolls espoused values does not indicate
that a value is more important or more implemental than certain other values. Still, the
informants’ perspectives can give an impression on whether a value is more influential or
salient, or if certain values are interrelated.
When approached with questions on what Ramboll does to alleviate or facilitate workers
conditions to perform their job, several informants spoke of issues regarding pleasant work
environment and independence.
When asked about specific things Ramboll do to enhance work performance, one informant
said:
Yeah.. They seem to focus a great deal on me having responsibility. They delegate
responsibility to me. I’m allowed to join in on processes early on. They put me in
charge of parts of the project. I’m included in the discussion. And that’s important in
me developing myself.
The informant described this as a specific strategy in developing and strengthening their
employees’ ability to be self-reliant and employees’ ability to influence processes:
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If they had been hesitant in involving me in bigger projects, then it would take me
longer to actually be able to perform well.. So they are really good at qualifying me
for such tasks..
This focus of development and learning seems to be in agreement with other informants’
perspective.
We have a pretty high paced progression here when it comes to learning.. You get put
I charge rather fast. Allot of tasks and allot of projects at the same time.. It’s always
something to do.. Never boring..
Another informant spoke of the same focus regarding responsibility and development. Not as
much as a strategy or a part of personal development, but more like a condition for
performing.
We are given.. (pause) We are free to solve tasks in our own way. There’s no one
looking over your shoulder all the time who keeps track with every move you do. So
we are given freedom to perform.. they whey you want to, and when you want to.
Which I think is important to perform as good as possible.
Informants describes self-reliant work conditions as essential for Rambolls performance
individually, and as a whole. Not only does it seem to be a cornerstone for performance, but it
also seems be an element that employees appreciate.
Most informants when talking about stipulations that influence their daily work spoke
cordially about work environment and how much they appreciated their colleagues. Several
informants’ described the relationship among the employees as a decisive factor. A factor in
both preforming their best and reason for motivation in general:
I don’t know if it’s a specific stipulation Ramboll deliberately insist on. But it’s a very
informal work environment. Which I appreciate allot.
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This informant continued describing how everyone at work seemed to be ‘attuned’ which
contributes to a positive mood:
For the most part everyone gets along well.. Socially.. And that’s not a given in a
business like this.
While a pleasant environment or good relationship among people might be a natural terminal
goal in most other contexts, positive relationships among Rambolls employees seems to be an
underlying theme that almost all informants highlight as a predominant factor in their daily
work. A factor that seemingly works as an instrumental element. As one informant explained:
From the very start, I really appreciated my colleagues and the work environment in
general. And I still do today. For every day that goes by, I grow fonder and fonder of
my colleagues. And almost every day, I look forward to going work. And I think that’s
a good sign
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6 Discussion
This study has a twofold theme. The themes are:
An applied study of Rambolls organizational values and their employees’
understanding and perspectives of these values
An implemented set of theoretical framework that is designed to be prolific in
approaching and gaining knowledge about inner aspects related to organizational
values.
Therefore, this chapter is designated to discussions about findings and issues related to each
theme, and they are presented in two different subchapters called ‘Rambolls organizational
values – underlying assumptions and significant findings’, and ‘Theoretic framework –
considerations and implications’. What Schein describes as basic-underlying assumption is
considered a definitive elaborate notion, so much that it will not be a part of the discussion.
Instead, it becomes a vital part of the conclusion and will be accounted for there.
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6.1
Ramboll’s organizational values –
underlying assumptions and significant findings
“Coming together is a beginning; keeping together is progress; working together is success”
- Henry Ford
By entering into a particular organization and practicing research as an outsider, one is
allowed to investigate and draw conclusions based on this research. Ramboll, being a
consultancy company that delivers a service towards clients with the intention of helping,
would know a thing or two about this. Themes like organizational development, knowledge
management, and the inner works of companies are familiar themes to them. While this may
be a discouraging notion for someone that wants to research Ramboll as a case, I have only
positive impressions. In fact, all informants and contacts in general seemed very interested
and curious in anything that pursues further knowledge and aspects of their company. This
positive attitude has been beneficial for this study in several ways, but primarily the gathering
of data through interviewing informants was a good experience. Both for me as a researcher,
for discussing and for the conclusive findings about Ramboll. Ramboll, as a case and as an
object of study, has been explored on its interpersonal situation, and more precisely alignment
and discrepancies between espoused values and underlying assumptions in their
organizational culture.
There were particular aspects and notions that reoccurred throughout several parts of the
analysis. Some can be traced back to how informants relate to each value, and some are
overlapping in the sense that they are considerable findings within each applied theory.
Hutlman’s criteria is very distinguishing and gives several aspects to consider. The criterion
of viability shows that Ramboll’s values satisfies the issues of value content and value
functions. Informants’ narratives gave a good foundation for asserting values into categories.
While informants’ perspectives helped confirm this, it is important to note that Ramboll’s
values are formulated in a quite complementing and yet detailed fashion. This gives a wide
arrangement for how to design research questions, and how to interpret data provided by
narratives. In other words, a varied set of values that are detailed and expressed in length, will
58
probably be easier to asses into issues regarding value content. Which is also a consideration
for the categories within the issue of value function. Rambolls values are, based on the
analysis of the criteria viability, represented in all areas and categories of viability.
Consequently, Rambolls values fulfills the balance value representation as an issue in the
criterion of balance. When considering the issue of balance value emphasis, it is not
necessarily accurate to draw any conclusions that an extensive workload undermines the
emphasis of a certain value. However, discomfort with too much work can be a sign of
something, perhaps a value, being overemphasized or underemphasized.
Alignment is criterion that considers a crucial aspect of underlying assumptions and potential
discrepancies. Some informants noted negative aspects of how employees are empowered
with individual responsibility and freedom to act. Especially when it comes to inefficient
decision making among consultants, and being new to the company. This is an interesting
controversy, as empowerment is much appreciated in most other notions throughout the
analysis. Although, how one facilitates for newcomers is probably something Ramboll always
needs to keep an eye on.
When inferred with situations and customs between management and consultants, almost
every informant spoke of a flat organizational structure. Which is an important and crucial
issue when considering the criterion authenticity. Flat organizational structure is a custom or
managing style that is comparable to what the values Integrity and Empathy proclaims.
Therefore, informants’ narratives would be able to verify these values. A flat organizational
structure is easy to decide in terms of rules and norms, practicing flat organizational structure
is harder. While as close to every informant confirmed that it is indeed practiced, informants’
narratives does not directly confirm integrity and empathy. Seeing that they resemble flat
organizational structure idealistically, it is fair to say that they at least have a strong presence.
Further, informants gave the impression of a culture that is determined to act and respond on
employees concerns. Which also indicate a presence of empathy and integrity.
Artifacts is one of Schein’s levels that describe the most visible attributes. Informants gave an
impression that there are certain expectations for a typical Ramboll employee. Expectations
related to their professionalism and behavior. These are aspects that most companies have to
display in providing sufficient service and performing their operations. It encapsulates a
notion of common sense. Therefore, while this professionalism and observable behavior are
59
attributes or artifacts that relate to Enjoyment and Empathy, it is perhaps important to
understand that these values and what they describe also have allot of common sense to them.
The levels of culture describe where phenomena within culture manifests itself.
Organizational values are easily found as they are espoused or a part of Ramboll’s down
written philosophy. Yet, as Schein notes, they are not necessarily something employees
remember (Schein, 2010). Informants had a difficult time reciting or even remembering
Ramboll’s values. Still, there was a common impression among them that they are in use on
some level. Be it in the form identity, common ground or as a sense of goal and purpose,
informants gave the impression that the values are in use. Which raise an interesting question.
Is it important to know what the values are, or is it more important that they are in use?
As informants give perspectives on their preferences and what they view as important in their
daily work, the notion of instrumental values and interrelated values may also be possible to
assert. In general, enjoyment seems to come up as a factor that makes employees appreciate
working at Ramboll. It is harder on the other hand to label it as an instrumental value, as joy
and satisfaction is a natural unconditional preference to people in general. However, when
analyzing the narratives closer, it comes apparent that enjoyment may stem from several
notions. Some say the delegated and empowered circumstances are what they appreciate and
makes their job fascinating. Which in terms describe the value of empowerment. Others speak
of a great work environment and friendly colleagues that makes indicate social aspects of the
job. Integrity and Empathy are values to consider as social factors. It is hard to assess any of
the values being instrumental in relation to one or the other. Still, most informants point out
several aspects that makes them appreciate their job at Ramboll. So while one particular value
may not be more essential as an instrumental value, the interrelated notion between them may
be noticeable.
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6.2
Theoretic Framework – considerations and
implications
The theoretic framework in this study is complex, as it constitutes several terms, categories
and implications. It contributes to an elaborated analysis, and in relation to an instrumental
case, there are several details and interrelated considerations to discuss.
Hultman’s critera for evaluating organizational values are applied to Ramboll’s values with
some limitations. Certain criteria considers human dimensions that affect behavior and
emotional states. These are important aspects of on an intrapersonal level. As much as
organizational culture and employees understanding of values involves intrapersonal
considerations, the need for greater apprehension of psychological knowledge also limits who
and what parts of the criteria that are applicable for this study. While precise terms and
categories makes Hultman’s criteria practical, the qualifications for assessing them may
exclude some willing or in need to practice them.
Assessing viability with issues value content and value function, makes it possible to
categorize organizational values in terms of what they propose and their influence. However,
when assessing values that are elaborated in detail and in meaning, it can be unclear which
category to assert them in. They may fit within several categories, as with Ramboll’s value
empowerment that proscribe something relating to both personal competence and social
competence.
Balance is a criterion that allows one to investigate whether values are represented
systematically, and if a set of values are balanced in relation to each other. This is helpful as it
determines if the ideal espoused incentives are overemphasized or underemphasized.
Organizational values are meant as guidance and as points of reference, and they are designed
to act so over an extensive period. While balance makes the status of intangible structures
relating to current situations accessible, the ongoing balance of organizational values will
probably change and show different measures on different occasions.
Alignment is a criterion that directly intervenes and investigates discrepancies and
misalignment. Which is of great interest for any organizational culture. Revealing these
discrepancies and misalignment gives concrete evidence of what management needs to pay
61
attention to and possibly resolve. In this particular study, informants revealed information that
may not make discrepancies between values and employees assumptions so visible.
Nevertheless, in assessing this criterion, there were several perspectives about the
organizational culture that can be instrumental in how values are desired to operate and
function. If informants had a better understanding of what Ramboll’s values mean,
misalignment and discrepancies would be easier to reveal.
Authenticity is a criterion that deals with, among others, the issue of whether companies and
employees rationalize their actions instead of being truthful and genuine. It is perhaps one of
the most important criteria, as it gives a distinction between what is proclaimed and
preferable, and what is perceived as reality. The way organizations confront conflicts and deal
with discrepancies among their members, can say allot about how authentic their culture is.
Schein’s three levels are applied to Ramboll to find out where the value presents itself within
their culture. Certain professions do not relate to specific products or tangible items the same
way professions that make materials or artifacts. Artifacts in this case describe mannerisms
and behavioral that is typical for the culture. As a certain behavior and mannerism may be
preferable in terms of a profession and a certain type of occupation, it may be hard to describe
a particular organization based on this. While behavior can be exclusive and noticeable, in an
occupational sense, it rarely diverges from a behavior that is common in any occupation or
social setting.
Espoused values is the level that in this case is the easiest to decipher. In fact, formulated
values make an essential element to even executing a study like this. However, like Schein
notes, these values are rarely known, explicitly used or reflected among members in the
culture (Schein, 2010).
Instrumental values are practical to investigate or gain knowledge of, as they describe values
that are important in reaching or working towards ideals and stated goals. Even more so,
knowing how values interrelate an effect each other opens up opportunities to evaluate them
and make necessary adjustments. Inferring with employees, like informants from Ramboll,
can give a better understanding of which values that are instrumental and possibly more
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essential than others are in maintaining and developing an organizational culture. By
revealing the underlying assumptions related to instrumental values, management gains a
better sense of what influences employees. For example, with Ramboll there are different
assumptions or themes related to values, that indicate what employees attribute to their wellbeing. Some informants claim individual empowerment to be important, while other
informants claim the relationship among colleagues as important. This may vary from person
to person, and organization to organization. In this particular case, it would be sensible or
critical for Ramboll to focus on maintaining values that informants describe as instrumental,
and further reconsider values that are not as instrumental.
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7 Conclusion
“A goal is not always meant to be reached, it often serves simply as something to aim at”
- Bruce Lee
Ramboll’s values are clearly inscribed in their scriptures. This study shows that employees
have a hard time reciting Integrity, Insight, Empathy, Empowerment and Enjoyment or
expand in detail what they mean. However, in an effort to find underlying assumptions
relating to these values, the values seem to have a presence in the organizational culture of
Ramboll. While approaching employees inexplicitly, and eliciting information pertaining
these values, there are signs that employees act and exercise these values inadvertently. For
example, there are clear indications of employees being empowered and feeling free of
command in their daily tasks. In addition, the informants’ narratives show that all informants
are satisfied and enjoy their job. However, there are some underlying assumptions that are
cogent and influence how these values occur, and threaten what these values encourage.
Excessive workloads and long hours are not unknown features for a business like Ramboll or
organizations in general, and can hardly be categorized as underlying assumptions. Still,
informants describe the workload in a way that contradicts what values Insight encourages.
While insight means to think new and utilize the interdisciplinary capacity within Ramboll,
employees seem to have difficulties following this notion and instead fall back on established
routines and solutions used before. There also seems to be a concern for delegating too much
responsibility and workload towards new employees, and it has a negative effect on
enjoyment. An excessive workload and how this is distributed craves a continuous effort to
handle, but it is also important to be aware of how this element departs from the espoused
values’ intention.
The process of scrutinizing values with a set of theories is complex. When capturing the
essential aspects of organizational values, it becomes necessary to adapt implications and
terms pertaining these theories towards the specific organizations. Not all categories or
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distinction are necessarlily fitting in their use. Such as artifacts, that look for tangible
elements in an intangible environment. In addition, some of their implications consider
intrapersonal notions that are too intricate to apply to a large group of people. Self-worth and
self-perseverance has an important influence any arena where people act. Yet, to unveil
notions of common interest for group, it is more convenient to look for interpersonal aspects.
Organizational values is a good reference or starting point for evaluating the inner works of
an organizational culture. Hultman’s criteria, Schein’s levels of culture, and Rokeach’s
instrumental and terminal values all have theoretic components that are prolific to use in such
a process.
Values are abstract beliefs of end-states, and they are instrumental in our endeavor to reach
these end-states. In an organizational culture, they make out a point of reference that either
serve as a reflection of a common ground or a standard to measure current circumstances. For
organizations like Ramboll it is an essential task to be measure and reflect upon the
underlying assumptions that hides beneath their inherent structures. A perfect alignment of
company values or a total absence of discrepancies between values and tacit notions is
farfetched. However, an ongoing assessment or evaluation of values may very well be the
difference, which makes a difference.
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Attachements
Attachment 1: Interview guide
Attachment 2: Godkjennelse fra NSD
Attachment 3: Information letter to informants
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Interview guide
1. How long have you worked for Ramboll?
2. What did you know/ What impression did you have of Ramboll before you started
here?
a. Do you have the same impression today?
3. Did you have any expectations thoughts on the work tasks prior to starting in
Ramboll?
4. Is there any specific way of working/ work environment/ traditions Ramboll is known
for?
5. Is Ramboll a business that is transparent in their handling of organizational matters/ or
is Ramboll more discrete in the way their organization?
a. Both externally and internally?
6. Do you liked it here in Ramboll?
a. Anything in particular you appreciate about working here?
b. Is there anything that can be improved?
c. In that case, what?
7. How does Ramboll facilitate in your job performance?
a. Is there anything relating to this that can be improved?
8. Do you experience a positive work environment?
9. Do you experience open/good dialogs?
a. On all levels? Between management and consultants?
10. Do you experience freedom to solve work tasks in your own ways?
a. Do you feel involved in decision-making?
b. Do you have freedom to be creative?
c. Do you experience restrictions?
11. Is every case/ project/ work process solved differently?
a. Do you approach clients on their terms? Is the client the “center of focus”?
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b. Do you tend to fall back on routine?
12. Do you feel that Ramboll has a certain competitive edge?
a. In that case, what would that be?
13. Do you know Rambolls organizational values?
a. Can you recite the five values?
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INFORMASJONSSKRIV MASTERPROSJEKT
Forespørsel om å delta i intervju i forbindelse med en masteroppgave
Som masterstudent ved Universitetet i Oslo, er jeg i gang med den avsluttende
masteroppgaven. Min oppgave skal ta for seg kjerneverdier i en stor skandinavisk
konsulentbedrift, hvor jeg skal gjøre en komparativ studie av to avdelinger i henholdsvis Oslo
og København. Jeg ønsker å undersøke om bedriftens kjerneverdier og filosofi forståes slik de
er forestilt, og om det er noen betydelige forskjeller mellom de to avdelingene.
I denne prosessen ønsker jeg å intervjue 6-7 personer per avdeling. 1 avdelingsleder samt 5-6
medarbeidere. Alt i alt vil dette bli ca. 12-14 personer. Intervjuet vil ta utgangspunkt i
bedriftens formulerte skriv som omhandler deres kultur og visjoner, men også gå i dybden
med avdelingslederne rundt dette.. Det er min hensikt å belyse om kjerneverdiene faktisk er
noe som bevisst er til stede eller preger hverdagen blant de ansatte. Men jeg vil også utforske
forskjellene som eventuelt er til stede mellom disse to avdelingene. Jeg vil bruke
båndopptaker og notater under intervjuet. Det vil bli satt av 45-60 minutter per intervju.
Det er frivillig å være med og du har mulighet til å trekke deg når som helst underveis, uten å
måtte begrunne dette nærmere. Dersom du trekker deg vil alle innsamlede data om deg bli
anonymisert. Opplysningene vil bli behandlet konfidensielt, og ingen enkeltpersoner vil
kunne gjenkjennes i den ferdige oppgaven. Opplysningene anonymiseres og opptakene slettes
når oppgaven er ferdig, innen 1. Juni 2013.
Dersom du har lyst å være med på intervjuet, er det fint om du skriver under på den vedlagte
samtykkeerklæringen og sender den til meg.
Hvis det er noe du lurer på kan du ringe meg på 98643920, eller sende en e-post til
bjornarrk@hotmail.com. Du kan også kontakte min veileder Terje Grønning ved Pedagogisk
Forskningsinstitutt, terje.gronning@ped.uio.no
Studien er meldt til Personvernombudet for forskning, Norsk samfunnsvitenskapelig
datatjeneste (NSD).
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Med vennlig hilsen
Bjørnar Krukhaug
Telavåggate 8
0564 Oslo
Samtykkeerklæring:
Jeg har mottatt skriftlig informasjon og er villig til å delta i studien.
Signatur …………………………………. Telefonnummer …………………………..
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