This study discusses the changes we can identify in SAS’ work with corporate values and the consequences SAS employees experience hereof. During SAS’ turnaround 2005 strategy, they performed a massive economic efficiency and the corporate values was likely to change wich can have some negative consequences for the SAS employee. This project is based on theory from Peter Mejlby work with value management, Richard Barrett's conceptualization of the personal consequences working under corpoate value management and Habermas' theory concerning the public sphere colonization of the communitative rationality in life. We have identified change in SAS Group's values through their annual reports from 2000 to 2005 and in that connection through our interviews illustrated what impact this has on employees.
|Uddannelser||Basis - Samfundsvidenskabelig Bacheloruddannelse, (Bachelor uddannelse) Basis|
|Udgivelsesdato||12 jan. 2012|
- Værdibaseret ledelse