Retaining Values and Interchanging Values within Organizational Contexts

Abstract

This literature review examines two concepts: ‘retaining values’ versus ‘interchanging values’, and their impact on organizational dynamics. Retaining values are the non-negotiable principles fundamental to individual identity, while interchanging values can be adapted for harmony and respect in diverse settings. ‘Retaining values’ can include standards such as honesty or fairness that individuals in an organization uphold at all times. ‘Interchanging values’ refer to the cultural adaptation necessary to work with people from diverse backgrounds. The concepts are assessed across three contextual situations: organizational changes and leadership transitions, international business interactions, and scenarios challenging cultural and religious norms.  This review addresses the recurring importance of values clarification for individuals in complex organizational contexts, cross-cultural interactions, and potential conflicts between personal and professional value systems in today’s globalized business environment. To explore ‘retaining values’ and ‘interchanging values’ a literature review and analysis were conducted. Over 30 peer-reviewed articles from reputable scholarly databases, spanning organizational behavior, cross-cultural management, and ethical decision-making, were accessed. The analysis focused on identifying key themes, emerging concepts, theoretical frameworks, and empirical findings related to value dynamics in contexts such as organizational change, international business, as well as cultural and religious norms. This synthesis also informed the development of the proposed ‘values verification approach’. The findings show that retaining values are critical for maintaining professionals’ psychological stability and resilience, even in unfamiliar or challenging environments. Leaders who remain committed to foundational values, such as fairness, integrity, and respect, are considered more trustworthy, particularly during transitions. Similarly, managers who embody empathy, transparency, and accountability build team loyalty, especially in high-pressure environments like crisis management. Studies by Mokline and Ben Abdallah (2021) and Guillemin and Nicholas (2022) support this postulation by arguing that value retention correlates with higher employee commitment and leadership credibility. ‘Interchanging values’ are equally important as they enable cooperation and adaptability in diverse environments. The contemporary organizational environment has people from diverse backgrounds and differing cultural views. Individuals who wish to succeed in this area must, therefore, be willing to embrace different values and norms. Lipscomb (2024) and Saaida (2023) highlight how individuals who distinguish between core and peripheral values are better equipped to promote collaboration without compromising identity. For example, professionals working internationally must adapt to foreign norms yet retain essential ethical standards.  The results suggest that an intentional approach to values clarification enhances personal integrity and interpersonal harmony. In other words, identifying which values are core and which are negotiable is necessary for psychological and professional satisfaction. The findings have far-reaching implications for leadership training and professional development. Change management is challenging for organizations, regardless of size and specialization. Delineating values before embarking on change can eliminate unforeseen problems and allow firms to undergo the change process successfully. Organizations can also benefit from integrating value-based assessments into hiring decisions to ensure alignment with organizational culture and global expectations. Future research should explore actionable pathways for implementing values clarification in professional settings.