Crafting Values in Organizational Change Processes


  • Sjaña S. Holloway Owner & Founder at E.T. P. Enterprise, The Netherlands.
  • A. Georges L. Romme Department of Industrial Engineering & Innovation Sciences Innovation, Technology Entrepreneurship & Marketing group Eindhoven University of Technology MB Eindhoven, The Netherlands.
  • Evangelia Demerouti Department of Industrial Engineering & Innovation Sciences, Human Performance Management Group, Eindhoven University of Technology, The Netherlands



Organizational values, Corporate culture, Social innovation.


This paper explores employees’ use of organizational values in the context of a post-merger integration (PMI) change process, which entails adopting a new set of values. Within such a dynamic corporate context, organizational values may assist employees in proactively managing their work performance and job satisfaction by putting organizational values into practice and using them (‘crafting’) in the context of work. A four-week diary study was conducted in which 71 employees participated. Diary records and validated questionnaire data were collected during a post-merger integration process in a multi-national corporation, and were then analyzed using multi-level modelling. This study suggests that using and practicing organizational values can affect people's motivation to act proactively in changing work settings. We discuss the implications of our findings for future work in helping organizational members craft their work by drawing on organizational values for sustainable collaboration.


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How to Cite

Holloway, S. S., Romme, A. G. L., & Demerouti, E. (2018). Crafting Values in Organizational Change Processes. International Journal of Social Sciences Perspectives, 3(1), 7–20.