|dc.description.abstract||This exploratory study seeks to build on the work of theorists who have proposed concepts
to enhance organisational culture through a better alignment of values. The study seeks to
gain additional support for the exploration of mechanisms to embed value-based cultures.
This is achieved by better understanding the origins of goal-orientated values and the types
of culture that manifest in small to medium enterprises. As a result of this study a model
was developed, which could be implemented in future longitudinal research on the
influence of embedding a value-based culture through the use of applied mechanisms.
What distinguishes this study from others is the development of a comprehensive model to
define, embed, and measure a value-based culture.
To gain a deeper understanding of the concepts a multi-method qualitatively driven
methodology was implemented to identify core mechanisms to embed value-based cultures.
Additional quantitative data was used to enable a deeper, more robust, understanding of the
influence the identified mechanisms have on goal-orientated values and the types of culture,
which manifest in a small to medium enterprise. The study suggests that founders of small
to medium enterprises can define a value-based culture and through the use of six
mechanisms, embed a value-based culture that aligns with the organisation’s objectives.
Gaining a better understanding of the concepts and mechanisms to embed a value-based
culture enabled the development of a pragmatic process and model, which encompasses
each of the key mechanisms identified in the literature. The study adds support to the work
of theorists who have argued for value-based cultures and the concept of conflicting core
values occurring in organisational cultures. The study builds on the work of others by
proposing an applied model that draws the key concepts together into a single