MAIN VALUES OF THE HIGHER EDUCATION INSTITUTIONS. THE CASE OF ALEXANDRU ... et al_EN.pdf · 3. Alexandru Ioan Cuza University of Iasi - an analysis of the organizational values According

International Journal for

QUALITY IN HIGHER EDUCATION INSTITUTIONS

Year 2014, Vol. 1, No. 1

Journal website:

http://www.quality.uaic.ro/index.php?page=revista&detail=despre&lang=en

MAIN VALUES OF THE HIGHER EDUCATION INSTITUTIONS. THE CASE OF

ALEXANDRU IOAN CUZA UNIVERSITY OF IASI

Panaite Nica1, Andrei Ştefan Neştian

2, Ramona – Diana Leon

3

Abstract Purpose: Employees’ relationships and their work performance are shaped by the values that an organization decides to promote. Their importance becomes even higher in educational institutions. In this case, they influence not only the relationships between academics but also the quality of teaching and students’ development. Starting from this, we aim to analyze the organizational values that are promoted and desired in Alexandru Ioan Cuza University of Iasi, from the perspective of academics and students. Design/methodology/approach: In order to achieve our goal, we have employed an ethical approach and applied the “Organizational Values Inventory” methodology. For evaluating the current and desired level of 37 organizational values, we have used a questionnaire-based survey. The research sample was represented by 279 persons. Findings: The results have shown that there are no significant differences between the students’ and academics’ perspective on the main organizational values. Both categories described Alexandru Ioan Cuza University of Iasi as being based on quality, competence, tradition and responsible attitude. Still, stakeholders’ needs are not fully satisfied. They would prefer an organizational culture based on values like: quality, competence, fairness, fellowship, cooperation and communication. Research limitations: The results present the organizational culture only from 2 stakeholders’ perspective. We have neglected the opinion that researchers, administrative staff and other members of the community may have. Practical implications: The cultural tension perceived by academics and students may serve as a basis for future institutional policies and strategies that aim to sustain the university’s cultural development and to increase stakeholders’ satisfaction. Originality/value: This is the first study that reflects the cultural tension perceived by two categories of university stakeholders – employees and clients. This approach was possible due to two main factors: the students’ (clients of the educational services) significant involvement in the university’s activities and a borderless vision on the organization and its culture. Keywords: Culture, Organizational values, Quality, Higher education, Students. JEL classification: D23, I23.

1 The Faculty of Economics and Business Administration, Alexandru Ioan Cuza University of Iasi, 22 Carol I, 700505, Iasi,

Romania, [email protected]. 2 Alexandru Ioan Cuza University of Iasi, [email protected]. 3 Alexandru Ioan Cuza University of Iasi, [email protected].

http://www.quality.uaic.ro/index.php?page=revista&detail=despre&lang=en

mailto:[email protected]



Nica et al. – Main values of the higher education institutions. The case of Alexandru Ioan Cuza University of

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1. The university’s values and culture

The research on organizational culture is rooted in the work of Jacques, who used this

concept for the first time in 1951. Thirty years later, in 1979, Pettigrew managed to consolidate and

describe its general framework (Pettigrew et al., 2001). He presented it as an intermediate

dimension between personal attitudes – beliefs and individual values – and collective mentality –

trans-generational culture of a particular nation (Constantin, 2004). It represents a set of traditions,

values, procedures, concepts and attitudes that create the organizational framework (McLean and

Marshal, 1993).

At the time, the concept of organizational culture started to be associated with corporate

rituals (Deal and Kennedy, 1982), organizational excellence and cultural determinants (Peters and

Waterman, 1982; Schmiedel et al., 2013), personal productivity and a company’s financial results

(Cram, 2012; Denison, 1990; O’Neil et al., 2011). Thus, the researchers in management

concentrated not only on identifying the influence factors of organizational culture (rituals, beliefs,

cultural determinants etc.) but also on determining the consequences that they may have at the

organizational level (its impact on productivity, employees’ satisfaction, financial results, services

quality etc.).

Still, they focused mainly on the business environment actors and neglected the fact that

most of individuals’ values are developed through the educational system. The agents from this

environment operate on different bases. They are characterized by an institutional culture, use a

different scale for measuring their success on the market; compete on the special market of

educational programs; satisfy different types of needs and the effects of their actions can be

observed only in a couple of years (Bartell, 2003; Fralinger and Olson, 2007; Marques, 2012). On

the one hand, they are developing future employees since they are facilitating the creation of the

necessary knowledge, abilities and competencies. On the other hand, they are developing humans’

character by establishing and promoting a certain set of values or by generating some cultural

tensions (the differences between the current and ideal values). Based on these, educational

institutions sustain individuals’ development and society’s progress.

Starting from this assumption, we aim to analyze the main organizational values that are

promoted and desired in Alexandru Ioan Cuza University of Iasi, according to academics’ and

students’ opinion. The classical approach of organizational culture analysis has generated until now

plenty of studies that focus on the employees’ perspective. This reveals a vision in which the

boundaries of the organization and its organizational culture are clearly delimitated. By analyzing

students’ opinions, we have abandoned this classical view and assumed that the organizational

culture is a borderless construct, defined through the influence that different categories of

stakeholders have on the organization’s life. According to this, in order to identify the

organizational culture particularities, the opinions of all the categories of stakeholders regarding the

organizational values must be taken into account.

In the next section of this article, we will present the methodology that we have used in

order to achieve our goal and then we will emphasize the main results. We are going to highlight

International Journal for Quality In Higher Education Institutions, 2014, 1(1)

43

the main sources of cultural tension that influence academics’ and students’ performance. In the

end, we will summarize the main results and we will bring forward the aspects on which the

management team of Alexandru Ioan Cuza University of Iasi should reflect when developing future

policies and strategies.

2. Research methodology

The research purpose was to analyze the main organizational values that are promoted and

desired in Alexandru Ioan Cuza University of Iasi, according to students’ and academics’ opinion.

In other words, we wanted:

to analyze the most promoted values in Alexandru Ioan Cuza University of Iasi,

according to students’ opinion;

to analyze the most promoted values in Alexandru Ioan Cuza University of Iasi,

according to academics’ opinion;

to determine if there are significant differences between academics and students in

relation to their perception on the most promoted organizational values;

to determine if there are significant differences between academics and students in

relation to their perception on the most desired organizational values;

to determine the main sources of cultural tension from the students’ and academics’

perspective.

In order to achieve our objectives, we have used the case study as a research strategy. The

unit of analysis was selected based on the prestige, the quality of the educational services and easy

access to data. As a result, we chose Alexandru Ioan Cuza University of Iasi which is the oldest

higher education institution in Romania. With over 38.000 students and 800 academic staff, the

university is a member of some of the most important university networks and associations, namely:

the Coimbra Group, EUA – European University Association, Utrecht Network, International

Association of Universities, University Agency of Francophony and Network Francophone

Universities (RUFAC). On the other hand, in 2013, for the third year in a row, Alexandru Ioan Cuza

University of Iasi was placed on the first position in the national research top compiled on the basis

of the Shanghai criteria.

For evaluating the values of Alexandru Ioan Cuza University of Iasi, we have used the

“Organizational Values Inventory” (Nica and Iftimescu, 2004; Nica and Neştian, 2008) that

concentrates on measuring the intensity of 37 organizational values.

The first version of the “Organizational Values Inventory” was developed in 2004 (Nica and

Iftimescu, 2004) and focused on ensuring its compatibility with one of the studies developed by the

American Management Association (2002). Based on the obtained results, a new version of the

questionnaire has been developed. After processing 1330 questionnaires that had been completed in

January – February 2007 by respondents from public and private institutions, the instrument was

validated (Nica and Neştian, 2008).

In the process of data analysis, we have used medium coefficients that represent the intensity

of promoting the values (presented as a percentage). These were determined based on Equation (1):


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(1)

, where:

i – the organizational value submitted to analyze;

ICi – intensity coefficient of the “i” organizational value;

Ci – sum of the points granted to the “i” organizational value;

CT – sum of the points granted for all 37 organizational values.

For evaluating each value, a five - point scale was used. According to this, the value situated

on the first position received 5 points; the one on the second position, 4 points; the one on the third

position, 3 points; the one on the fourth position, 2 points and the one on the fifth position, 1 point.

The sum of the coefficients determined for all the 37 values was 100. These medium coefficients

were used for determining the intensity of promoting the values at the level of each category of

respondents.

So, we used an ethical approach and applied a questionnaire-based survey. The survey was

developed, from January until March 2012, on a population of 453 persons (academics and students

from Alexandru Ioan Cuza University of Iasi). We distributed the questionnaire by using the

GoogleDocs application and we recorded a 53.20% rate of responses. This ensures that survey

results are representative of the target population. According to Figure 1, 37.34% of the respondents

were academics while 62.66% were students.

Figure 1. Respondents’ distribution based on their professional status

For processing the collected data, we used both SPSS Program and Microsoft Excel. We

also applied techniques like systematization, tabling and graphs.

3. Alexandru Ioan Cuza University of Iasi - an analysis of the organizational

values

According to students’ and academics’ opinion, the organizational culture of Alexandru Ioan

Cuza University of Iasi can be described as being based on quality, competence, tradition,

responsible attitude, focus on results and competition (Figure 2). These values seem to be the

engine of the university’s actions and programs since they have been identified by both categories


45

of stakeholders (academics and students). Besides, they may explain the university’s position on the

national market of educational services. Although times have changed and the economy’s and

society’s demands have evolved, Alexandru Ioan Cuza University of Iasi has managed to maintain

the quality of its services by respecting tradition and encouraging competence and competition.

The intensity of promoting tradition and competition is perceived differently by students and

academics. The first one is perceived intensely by the academics. On the one hand, they have to

maintain certain standards of quality in order to support the progress and sustainability of the first

Romanian university. On the other hand, a long history is accompanied by strong resistance to

change; although not impossible, innovating organizational processes is a challenging task.

Competition has a more powerful impact on students because of the main characteristics of

the national educational programmes. As part of the Bologna process, each semester, students must

compete with one another in order to obtain a scholarship or a stated-funded study place.

Figure 2. Comparative analysis between ten most important values in Alexandru Ioan Cuza

University of Iasi, according to the academics’ and students’ points of view

An independent sample t-test has been conducted to examine whether there is a significant

difference between students and academics in relation to their perception of the most promoted

organizational values in Alexandru Ioan Cuza University of Iasi (Table 1). For 35 values, the test

revealed there is no statistically significant difference between students and academics. Still, some

distinctions appear on the evaluation of 2 values, namely: consultation and participation and

creativity, innovation and inventiveness.

For consultation and participation, the test revealed a statistically significant difference

between academics and students (t=-2.155, df=78, p=0.034). Students (M=2.77, SD=1.221)

perceived more intensely the promotion of consultancy and participation than academics (M=2.13,

SD=1.227) did. This difference may be generated by the fact that students’ activities tend to be

mainly organized around team works and they are actively involved in university’s life (course,


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seminars, students’ elections etc.). Despite these, we should take into account that the results may

have been influence by the small number of respondents (less than 50%) that included this value in

their top 10 most promoted organizational values in Alexandru Ioan Cuza University of Iasi. Only

26.67% of academics and 37.09% of students included this value in the top 10.

Table 1. Testing the differences between academics and students in relation to their perception on the current

organizational values promoted in Alexandru Ioan Cuza University of Iasi

Organizational values

Levene's Test t-test

F Sig. t df Sig.

Mean

Dif.

SE

Dif.

Accessibility Equal variances assumed 3.623 .060 .450 107 .653 .134 .297

Equal variances not assumed .393 31.394 .697 .134 .341

Aggressiveness Equal variances assumed .044 .834 1.536 64 .129 .515 .335

Equal variances not assumed 1.534 58.045 .130 .515 .336

Risk-taking Equal variances assumed .417 .520 -.711 72 .479 -.193 .271

Equal variances not assumed -.697 55.657 .489 -.193 .277

Responsible attitude Equal variances assumed .002 .968 -.017 117 .986 -.004 .222


Autonomy Equal variances assumed .269 .606 -.148 77 .883 -.040 .269


Quality Equal variances assumed 1.893 .171 -.768 153 .444 -.160 .208


Fellowship Equal variances assumed .000 .986 -.609 108 .544 -.148 .243


Competence Equal variances assumed .464 .497 -.230 127 .818 -.051 .219


Competition Equal variances assumed .004 .948 -.369 111 .713 -.101 .275


Open

communications

Equal variances assumed .231 .632 -.910 74 .366 -.285 .313


Consistency,

tenacity,

perseverance



Consultation and

participation

Equal variances assumed .030 .863 -2.155 78 .034 -.643 .298

Equal variances not assumed -2.151 43.394 .037 -.643 .299

Cooperation,

collaboration,

partnerships



Fairness, honesty,

dignity, ethics,

integrity




47


organizational values promoted in Alexandru Ioan Cuza University of Iasi – continuation



F Sig. t df Sig.

Mean

Dif.

SE

Dif.

Creativity,

innovation,

inventiveness



Increasing efficiency

and reducing costs



Cultural diversity Equal variances assumed .005 .946 -.368 53 .714 -.172 .468


Evaluation and merit

recognition

Equal variances assumed 1.227 .271 -1.699 97 .093 -.491 .289


Organizational

excellence

Equal variances assumed 1.203 .277 -.963 60 .339 -.333 .346


Running exactly

managers’ orders

Equal variances assumed .313 .578 1.375 60 .174 .441 .321


Flexibility,

adaptability

Equal variances assumed .999 .322 .663 53 .510 .235 .355


Initiative Equal variances assumed .361 .550 -.688 66 .494 -.232 .337


Improving the work

climate



Trust Equal variances assumed 1.053 .309 .443 63 .659 .160 .361


Freedom of

expression



Order and discipline Equal variances assumed 1.647 .203 -.050 81 .960 -.017 .344


Focus on results Equal variances assumed .244 .623 -1.030 91 .306 -.279 .271


Passion and

professionalism



Managers’

compliance to their

commitments



Compliance with

regulations and

procedures

Equal variances assumed 3.099 .082 .116 76 .908 .035 .301



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organizational values promoted in Alexandru Ioan Cuza University of Iasi – continuation



F Sig. t df Sig.

Mean

Dif.

SE

Dif.

Managers’ respect

for others opinions



Satisfaction Equal variances assumed .235 .630 -.036 53 .971 -.013 .366


Personal and

professional security

/ safety



Teamwork and

mutual trust



Organizational

stability



Tradition Equal variances assumed .044 .834 -1.323 100 .189 -.367 .277


Transparency Equal variances assumed .587 .446 -.434 73 .665 -.137 .314


Regarding creativity, innovation and inventiveness, the test revealed a statistically

significant difference between academics and students (t=-2.241, df=77, p=0.028). Students

(M=3.12, SD=1.259) perceived more intensely the promotion of creativity, innovation and

invention than academics (M=2.46, SD=1.201) did. This difference may be caused by the fact that

students’ activities tend to continuously encourage them to think out of the box, to change the

current state of art, to go beyond their limits. Besides, 31.11% of academics and 33.77% of students

rated this value as being one of the 10 most promoted organizational values in Alexandru Ioan Cuza

University of Iasi.

If we take into account the desired organizational values (Figure 3), we notice that both

students and academics would prefer a more flexible and open environment. Both categories of

stakeholders have declared that they would like the organizational culture from Alexandru Ioan

Cuza University of Iasi to be based on quality; competence; fairness, honesty, dignity, ethics and

integrity; fellowship; accurate evaluation of individual performance and merit recognition;

cooperation, collaboration and partnership and open communication. These describe a university

that encourages cooperation and communication in order to achieve excellence. Both students and

academics have emphasized the need for the university’s culture to become more adaptable, more

excellence oriented.


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Figure 3. Comparative analysis between the ten most desired organizational values in Alexandru

Ioan Cuza University of Iasi, according to the academics’ and students’ points of view

Another aspect that we should take into account is the importance that the accurate

evaluation of individual performance and merit recognition has for students. They placed this value

on the second position while the academics situated it on the sixth position. On the one hand, this

may be caused by the subjectivity that students tend to adopt when it comes to evaluate their own

performance. On the other hand, it emphasizes students’ interest in using the appropriate systems of

admission and evaluation for merit recognition, and it brings forward the need for changing the

university’s practices.

We have also conducted an independent sample t-test in order to examine whether there is a

significant difference between students and academics in relation to the desired organizational

values in Alexandru Ioan Cuza University of Iasi (Table 2). The results have shown that there is no

statistically significant difference between students’ and academics’ desired organizational values,

irrespective of which value is analyzed.


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Table 2. Testing the differences between academics and students in relation to their perception on the desired

organizational values in Alexandru Ioan Cuza University of Iasi



F Sig. t df Sig.

Mean

Dif.

SE

Dif.

Accessibility Equal variances assumed 2.545 .114 .438 88 .663 .159 .363


Aggressiveness Equal variances assumed 1.108 .299 1.215 42 .231 .545 .448


Risk-taking Equal variances assumed .028 .868 -1.726 64 .089 -.618 .358


Responsible attitude Equal variances assumed 3.206 .077 .153 88 .879 .045 .294


Autonomy Equal variances assumed 1.825 .181 -1.300 64 .198 -.417 .321


Quality Equal variances assumed .382 .537 -.701 145 .484 -.150 .214


Fellowship Equal variances assumed .087 .768 -.945 92 .347 -.280 .297


Competence Equal variances assumed 3.224 .075 -.210 118 .834 -.053 .251


Competition Equal variances assumed 5.042 .028 -.601 74 .550 -.195 .324


Open communication Equal variances assumed 1.502 .223 -.811 94 .419 -.240 .295


Consistency, tenacity,

perseverance



Consultation and

participation



Cooperation,

collaboration,

partnerships



Fairness, honesty,

ethics, integrity



Creativity,

innovation, invention



Increasing efficiency

and reducing costs



Cultural diversity Equal variances assumed .199 .657 -1.195 52 .238 -.564 .472



51


organizational values in Alexandru Ioan Cuza University of Iasi – continuation



F Sig. t df Sig.

Mean

Dif.

SE

Dif.

Evaluation and merit

recognition



Organizational

excellence

Equal variances assumed 2.897 .093 1.013 68 .315 .354 .349


Running exactly

managers’ orders



Flexibility,

adaptability



Initiative Equal variances assumed .003 .959 -.890 64 .377 -.340 .382


Improving the work

climate



Trust Equal variances assumed .603 .440 .373 63 .710 .153 .411


Freedom of

expression



Order and discipline Equal variances assumed .483 .490 -1.670 60 .100 -.706 .423


Focus on results Equal variances assumed 1.827 .181 -.299 65 .766 -.117 .391


Passion and

professionalism



Managers’

compliance to their

commitments



Compliance with

regulations and

procedures



Managers’ respect for

others’ opinions



Satisfaction Equal variances assumed 2.674 .107 -.813 67 .419 -.286 .352


Personal and

professional security /

safety

Equal variances assumed .032 .858 .000 50 1.000 .000 .418

Equal variances not assumed .000 28.283 1.000 .000 .422


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organizational values in Alexandru Ioan Cuza University of Iasi – continuation



F Sig. t df Sig.

Mean

Dif.

SE

Dif.

Teamwork and

mutual trust



Organizational

stability



Tradition Equal variances assumed .009 .924 .057 63 .955 .022 .391


Transparency Equal variances assumed .568 .454 -1.216 70 .228 -.458 .377


If we analyze the main sources of cultural tension (the difference between the value’s rank

in the current situation and its rank in the desired situation) at Alexandru Ioan Cuza University of

Iasi (Figure 4), we notice that academics would prefer an organization in which consultation and

participation (increases 19 positions), stakeholders’ satisfaction (moves up 19 positions),

improving work climate (improves 15 positions), open communication (goes up 15 positions) and

organizational excellence (increases 14 positions) are promoted.

Figure 4. The main sources of cultural tension at Alexandru Ioan Cuza University of Iasi, according

to the academics’ perspective

Besides, they believe there is too much pressure on complying with rules and procedures

(drops 26 positions), running exactly managers’ orders (falls 26 positions), maintaining

organizational stability (moves down 22 positions), focusing on results (goes down 21 positions)


53

and respecting order and discipline (moves down 18 positions). This set of values, analyzed

separately, defines a work environment in which employees feel that their freedom of action and the

possibility of achieving performance by using their abilities are limited. The academics focus on

reducing these limitations.

From the students’ perspective, the main sources of cultural tension at Alexandru Ioan Cuza

University of Iasi (Figure 5) include the intensity of promoting responsible attitude (falls 15

positions), tradition (drops 14 positions), organizational stability (moves down 14 positions),

competition (falls 13 positions) and respecting the order and discipline (goes down 11 positions).

The pressure that these values exercise may affect the development of their abilities, relationships

with others and overall satisfaction.

Regarding the values that should be promoted in the university’s culture, students’ opinions

focus on teamwork and mutual trust (increases 15 positions), transparency (moves up 12 positions),

organizational excellence (improves 11 positions), open communication (goes up 10 positions) and

fairness, honesty, dignity, ethics and integrity (increases 9) are encouraged. As we may notice, the

intensity of their promotion goes bellow students’ expectations.

Figure 5. The main sources of cultural tension at Alexandru Ioan Cuza University of Iasi, according

to the students’ perspective

If we compare the main sources of cultural tension, from the students’ and academics’

perspective (Figure 4 and Figure 5), we observe that both categories are unhappy with the pressure

exerted by the encouragement of ensuring organizational stability and respecting the order and

discipline. This may excessively develop their obedience and may inhibit students’ and academics’

professional development. Instead of these, they all appreciate a more intense promotion of

organizational excellence and open communication, values that support creative thinking and

individuals’ constant development.


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It is remarkable that values such as quality and competence are included in the first three

positions in both the academics’ and students’ rank. Besides, they are describing the current and

also the future situation. Therefore, they represent the stable core of the university’s culture.

Synthesizing, academics and students define Alexandru Ioan Cuza University of Iasi by

using values such as quality, competence, tradition, responsible attitude, focus on results and

competition. Although these seem to be the key to university’s success, some are perceived as

sources of cultural tension. As we have seen earlier, academics believe there is too much pressure

on focusing on results while students support the intensity of promoting tradition, responsible

attitude and that competition should be decreased significantly. These should be replaced with

organizational excellence and open communication.

4. Conclusions and further research directions

Identifying the main organizational values and sources of cultural tensions in higher

education institutions is critical since they affect directly and indirectly the relationships between

the members of the academic community, the quality of the teaching process as well as students’

development.

The organizational culture of Alexandru Ioan Cuza University of Iasi is described as being

based on quality, competence, tradition, responsible attitude, focus on results and competition.

These values ensure the university’s success on the dynamic and challenging market of educational

programmes.

Besides, the fact that there are no statistically significant differences between students and

academics in relation to their opinion on the most promoted values at Alexandru Ioan Cuza

University of Iasi emphasizes the university’s success on using the appropriate instruments for

encouraging the same values among two different types of stakeholders: employees (academics)

and clients (students).

Still, the management team should take into account the stakeholders’ need for

development in a flexible environment that encourages knowledge acquisition, creation,

dissemination and exploitation. Both students and academics brought forward their need for using

their knowledge efficiently, for mutually sharing their ideas and for being appreciated for their

performance. Therefore, they presented the ideal organizational culture as being based on: quality;

competence; fairness, honesty, dignity, ethics and integrity; fellowship; accurate evaluation of

individual performance and merit recognition; cooperation, collaboration and partnership and

open communication. So, according to students’ and academics’ opinion, the ideal university

culture is the one that aims to achieve excellence by fostering quality, competence, communication

and cooperation.

Last but not least, when developing future policies and strategies, the management team of

Alexandru Ioan Cuza University of Iasi should take into consideration the main sources of cultural

tension. Both categories of stakeholders emphasized the necessity of reducing the importance of

organizational stability, tradition and respecting the order and discipline; they believe the efforts

should focus on promoting organizational excellence, performance, adaptability and open


55

communication. Maintaining the current cultural orientation will influence, in time, the work

climate, thus affecting students’ and academics’ satisfaction and performance. In this process of

cultural transformation, two values namely, quality and competence, may be used as anchors for

stability and cultural identity since they may generate changing initiatives, accepted by the majority

of the academic community.

The research is limited by the fact that it only shows the situation in one Romanian public

university. As a consequence, its results cannot be generalized to the local or national educational

system. Besides, we only took into account the perspectives of two categories of stakeholders and

neglected the opinion that other internal and external stakeholders (researchers, administrative staff,

business agents etc.) may have.

Despite these limits, we aim to extend the research at the national level and to analyze

whether organizational values are influenced by the faculties’ profile or not. We want to find out if

there is any difference between the system of values promoted in the social sciences and humanities

faculties and the ones in the exact sciences faculties.

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MAIN VALUES OF THE HIGHER EDUCATION INSTITUTIONS. THE CASE OF ALEXANDRU ... et al_EN.pdf · 3. Alexandru Ioan Cuza University of Iasi - an analysis of the organizational values According