Management under differing value systems

This comprehensive exploration delves into the fundamental problems and epistemology of value research, addressing the core values of Western democracies and the interplay between economic and non-economic decision-making. It examines societal and political perspectives on value change during the uncertain 1970s, highlighting the relationship between social change and political culture, particularly in Canada, and the implications of changing values on quality of life and economic development. The discussion extends to the connections between value systems, external exchange processes, and the employment relationship, focusing on social values, education, and labor market dynamics. It also investigates industrial relations, analyzing dilemmas in value analysis, union values, and employer attitudes toward trade unions in Western Europe and North America, alongside the impact of unions and the German model of codetermination. Further, the text addresses industrial democracy and quality of work life, contrasting movements and management perspectives. It explores the rationale behind organization-internal labor markets and the employment relationship as socio-economic exchange, considering the Japanese case and future trends. Cross-national comparisons reveal influences on managers' value dimensions, bureaucratic structures, and the social responsibility of business. Finally, it discusses the relationship between changing value