The paper enhances micro-cognitive understandings of how organisational values can build internal reputation. Drawing-on a multi-method case study of a private hospital in Malaysia, we show the process of how values are internalised within organisations. We illustrate how different internal actors are important for embedding organisational values at various stages and show the interplay between them. We show leaders are important for role modelling and engaging, managers are important for embedding and reinforcing, and employees are important for empowering and reciprocating. We argue that in order for values to be internalised, leaders, managers and employees need to effectively create, communicate and enact those values. Rather than values being imposed by a single dominant internal actor, we show that they can be diffused by internal stakeholders at different hierarchical levels. We find that the internalisation of organisational values helps to form positive perceptions of the values and creates individual behaviours that correspond to those values. While the literature has focused on what dimensions and which stakeholders influence reputation building, we show how micro-cognitive processes build internal reputation from organisational values.

本文增强了对组织价值如何建立内部声誉的微观认知。通过对马来西亚一家私人医院的多方法案例研究，我们展示了如何在组织内部实现价值的内部化过程。我们说明了不同的内部参与者对于在各个阶段嵌入组织价值的重要性，并展示了它们之间的相互作用。我们表明，领导者对于榜样和参与非常重要，经理对于嵌入和增强至关重要，而员工对于增强能力和回报也很重要。我们认为，为了使价值观内在化，领导者，经理和员工需要有效地创造，沟通和制定这些价值观。而不是由单一的主要内部角色强加的价值观，我们表明，内部利益相关者可以在不同的层次上分散它们。我们发现组织价值的内在化有助于形成对价值的积极认识，并创造出与那些价值相对应的个体行为。虽然文献集中于哪些维度和哪些利益相关者影响声誉建立，但我们展示了微观认知过程如何根据组织价值建立内部声誉。