Initiative fatigue becalms windmill company

Purpose – Analyzes the communication processes from both a management and an employee viewpoint during a corporate‐value implementation process at NEG Micon, a Danish windmill company. Design/methodology/approach – Examines the reasons for the introduction of new values at the company, the way in which they were formulated and how they were communicated. Findings – Reveals that the shop‐floor workers did not feel that the wording of the value statement was directed at them; some identified a discrepancy between words and practice, because managers themselves did not live up to the wording of the values, which clearly caused frustration and disappointment; managers had not evaluated their communication efforts or considered how the employees had interpreted and identified with the values. Practical implications – Contends that 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. Social implications – Argues that the financial problems facing the company and the threat to people's jobs were important reasons that few employees identified with the values; in this respect, it seems relevant to ask whether values are the ideal management tool in times of financial crisis. Originality/value – Illuminates the problems that may arise during an organization's introduction of a new value statement and offers recommendations for future value‐implementation efforts in organizations.