This paper aims to analyze the communication processes from both a management and an employee view during a corporate value implementation process within a Danish windmill company. The purpose of this paper is to develop further understanding of the potential problems that may occur during such a process within an organization.
The paper is a case study based on a social constructionist approach. A multi‐dimensional model of reception analysis is proposed in order to capture employees' readings of value statements.
The study shows that the distance between top management's views on the values and employees' perceptions is noteworthy. This distance is primarily caused by circumstances in the case company's historical and situational context. One of the questions this paper raises is whether values are an ideal management tool in times of an organizational financial crisis.
This paper only focuses on one organization. Additional research is needed in other organizations attempting to communicate values internally in times of crisis.
Managers need to take newer communication theory into consideration in order to be aware of what might go wrong in a communication process. They also need to consider both the daily working context of the employees and the historical and situational context of the organization before they launch a value project. The communicative competences of middle managers and their capability to enter in dialogue with the employees should also be taken into consideration.
The research illuminates the potential problems that may occur during an organization's value process and offers recommendations for future value implementation efforts in organizations.
