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Developments in organizational theory since the late 1980s have stressed the significance of investigating the relationship between organizational values, which refer to statements about acceptable behaviors or end-states, and structure, which refers to the system of roles and responsibilities. In this light, a study was conducted to assess the relationship between the two by determining the extent to which organizations having archetypal status demonstrate value consensus and commitment among their members. The sample was 35 high performance national sport organizations in Canada undergoing institutional change. Results showed that the values of the elite were congruent with the archetypal form if an organization's structure has archetypal form. Moreover, no evidence was found for the hypothesis that there will be unanimity of values among the elite if the structure has archetypal form.

Hofstede's (1980) study of values among a sample of 71,000 IBM employees in 40 countries is replicated in the Singaporean setting. The present study compares the work-related values of Singaporean Chinese managers with those of Japanese managers working in Singapore using Hofstede's four value dimensions of Individualism, Power Distance, Uncertainty Avoidance and Masculinity. Findings show that Singaporean Chinese and Japanese managers differ from Hofstede's subjects in their mean Power Distance and Masculinity scores. These differences suggest that the Hofstede model needs to be modified to be applicable to the Singaporean context. The implications of work values on such work behaviors as leadership, motivation, work goal-orientation and employment stability are discussed.

Relationships between personal values and moral reasoning are explored. Milton Rokeach's (1968) four personal value orientations and Lawrence Kohlberg's (1971) stages of moral development are combined and their implications for decision-making and reasoning are discussed. The former theory involves moral, competence, social and personal values that have different foci and arouse different feelings in the individual. Kohlberg's six stages include punishment and obedience; instrumental relativist; 'good boy-nice girl'; law and order; social-contract; and universal ethical principle orientations. Association of the two theories results in a two-stage model wherein values determine an individual's general orientation toward a decision-making task, while Kohlbergian constructs refine the cognitive process toward specific justifications for such decisions. The model may be applied to predicting managerial decisions or behavior.

Research was done to examine achievement and power as motivation needs in relation to life success measured in terms of status/wealth, contribution to society, professional fulfillment, family relationships, personal fulfillment, and security. The study involved 756 full-time managerial and nonmanagerial service industry workers in Florida who were asked to answer the Life Success Measures Scale and the Manifest Needs Questionnaire. Results indicate that values and motives are interrelated. The need for both achievement and power was shown to be directly influenced by work-related success values.

The relationship between the behavior of leaders and the values of group members was investigated by surveying 63 bank executives, 61 evening MBA students, and 102 full-time undergraduate students. The subjects were asked to complete a work values survey and view one of two videotapes of leadership behavior. The results indicated that there was a relationship between increased anticipated satisfaction with the leader and the congruence between the values of the subject and the rated values of the leader. This effect appeared to be contingent on the subjects' high level of previous experience with the type of leadership behavior demonstrated.

Six case studies focusing on the quality of married relationships are presented to determine how past interpersonal relationships in childhood affect current socio-emotional interactions, as well as how marital relationships have changed over time. Research results suggest that mutual security among partners serves as a stabilizing factor and promotes trust. Research also suggests that relationships which help to develop positive changes in partners are able to have continued intimacy. Additionally, results suggest that early socio-emotional experience is represented in later outcomes.