The set of values within a team builds the corporation culture; this is what we understand of the Schein’s definition (1985) – “Culture is a common set of rules, values and beliefs” [Ref 1].
It is important to have a set of common values within the team, especially for corporations that consist of small teams practicing innovation activities, such as Start-Ups. Values make the team strong and cohesive facing the entrepreneurship barriers.
By studying the effect of human factors, such as values, on the organization, the researchers Mario Javier Donate and Fatima Guadamillas quote in their paper [Ref 1] the definition of Gold et al (2001) – “Organizations that have values towards openness, trust and cooperation can be more innovative and dynamic facing the rapid change of the market”. In addition, values enable individuals within their organizations to thrive amongst challenges and pressures that may otherwise be perceived as stressful [Ref 2].
“Trust” is the most emphasized value in the literature that addresses the ways of managing teams and organizations:
According to Sharon Mickan and Sylvia Rodger in their literature review [Ref 2], “Trust” means the willingness to discuss openly any similarities and differences in the values held by the team. Building trust encourages team members to share knowledge, attitudes, feelings, success, failure, without fear of being diminished or exploited.
Other core values that we find in the definition of Davenport et al, (1998) as well as DeLong and Fahey (2000) cited in the work of Mario J. Donate and Fatima Guadamillas [Ref 1] – “Promotion of values of confidence, tolerance of errors and sharing objectives can improve dramatically the effectiveness of knowledge management and its outcomes”: the innovation capacity as well as the dynamic capability of firms.
Team values make the business human. The organization that values human can rapidly build a nice brand among the communities of customers and stakeholders, and be quite different from competitors.
Carry one belief – the belief to be the best, have a common faith, within the same team helps to better engage the collaborators around the project. It helps to ease the management of
complex projects and this will give a good picture to stakeholders and any other actor involved within the team’s project.
From my personal point of view, I do not see the need to set strong rules and rigid organizational hierarchies if there are real values in the team which emphasize the self-motivation, build the team members commitment and improve the team’s capacity of achieving goals.
The important conclusion I see is: a team without value can never deliver an output with value.
Ref 1. JAVIER DONATE, D., & GUADAMILLAS, F. (2011). Organizational factors to support knowledge management and innovation. Journal of Knowledge Management, Vol. 15, No. 6, pp. 890-914.
Ref 2. MICKAN, S., & RODGER, S. (2000). Characteristics of effective teams: a literature review. Australian Health Review, Vol. 23, No. 3.[/vc_column_text][/vc_column][/vc_row]