Values and value processes are said to be needed in organizations, as the world is changing and companies have to have something to "keep it together". Organizational values, which are approved and used by the personnel, could be the key. The greatest and most crucial challenge is the feasibility of the value process. The main point in this book is to study how organizational members at different hierarchical levels perceive values and value processes. Values are publicly respected and advertised, but still it seems that the words do not meet the deeds. There is a clear conflict between theoretical, official and substantive organizational values: from words to real action. This contradiction in value processing is studied in this book. In the empirical findings, there are several results which bring new aspects to the research area of organizational values. The targets of value processing, factors effecting value processing, the management’s roles and the problems in value implementation are presented through the individual’s perspective. A comparison between the three companies with diverse value processes makes the research complete.

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