top management. At the high tech firm, the employees had become cynical and distrusted management. At the fast food company, the president was an avowed Christian who promoted Christian values, and the employees had total trust in his honesty and ethics. Yet some complained that he was "too nice," and that more aggressive actions and less concern with people might increase profits and help the company grow.?FN1Ibid.
These surveys provide some insight about both individual and corporate values. First, the values of employees appeared to be clustered around similar concepts, regardless the type of business or the values of their leaders. This suggests that certain values may be generally ingrained in the American working class culture. Second, differences between individual and corporate values may create conflict, regardless of the direction in which the organi-zation differs with its employees (too ethical vs. not ethical).
If American employees share certain "core" values, the same may be true of bus
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