“Core values = The organization’s essential and enduring tenets – a small set of general guiding principles, not to be confused with specific cultural or operating practices, and not to be compromised for financial gain or short-term expediency.
Purpose = The organization’s fundamental reasons for existence beyond simply making money – a perpetual guiding star on the horizon, not to be confused with specific goals or business strategies”

— James C. Collins , book Built to Last: Successful Habits of Visionary Companies

Source: Built to Last: Successful Habits of Visionary Companies, 1994, p. 73

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James C. Collins 22

American business consultant and writer 1958

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“I want to discuss why a company exists in the first place. In other words, why are we here? I think many people assume, wrongly, that a company exists simply to make money. While this is an important result of a company’s existence, we have to go deeper and find the real reasons for our being.... Purpose (which should last at least 100 years) should not be confused with specific goals or business strategies (which should change many times in 100 years). Whereas you might achieve a goal or complete a strategy, you cannot fulfill a purpose; it’s like a guiding star on the horizon—forever pursued but never reached. Yet although purpose itself does not change, it does inspire change. The very fact that purpose can never be fully realized means that an organization can never stop stimulating change and progress.”

David Packard (1912–1996) American electrical engineer, co-founder of Hewlett-Packard, businessman, U.S. Deputy Secretary of Defense,…

David Packard (1960) cited in: Bruce Jones. "The Difference Between Purpose and Mission." in Harvard Business Review, Feb. 02, 2016.

“Norms guide market-oriented behaviors within organizations. More specifically, we focus on market orientation as the concrete object of these norms. If, for example, the members of an organization share the value of openness of internal communication, a specific norm related to that value is the openness of market-related internal communication. As another example, the norm of market-related responsibility of employees is a specification of the more general shared value of responsibility of the employees… The difference between values and norms is that norms guide behaviors in a specific context, whereas values represent general guidelines.”

Christian Homburg (1962) German academic

Source: "A multiple-layer model of market-oriented organizational culture", 2000, p. 451

“Companies that enjoy enduring success have core values and a core purpose that remain fixed while their business strategies and practices endlessly adapt to a changing world. The dynamic of preserving the core while stimulating progress is the reason that companies such as Hewlett-Packard, 3M, Johnson & Johnson, Procter & Gamble, Merck, Sony, Motorola, and Nordstrom became elite institutions able to renew themselves and achieve superior long-term performance.”

Jerry I. Porras (1938) American writer

Source: "Building your company's vision," 1996, p. 65

“Project management is the planning, organizing, directing, and controlling of company resources for a relatively short-term objective that has been established to complete specific goals and objectives. Furthermore, project management utilises the systems approach to management by having functional personnel (the vertical hierarchy) assigned to a specific project”

Harold Kerzner (1940) American engineer, management consultant

the horizontal hierarchy
Source: Project management for executives (1982), p. 3

“As poetry is a species of art, its essential principle must be a specific development of the principle essential to all art; and it will merely remain for us to determine what the specific addition is, which the peculiar conditions of the poet's art make to the principle of art in general.”

George Holmes Howison (1834–1916) American philosopher

Source: The Limits of Evolution, and Other Essays, Illustrating the Metaphysical Theory of Personal Ideaalism (1905), The Art-Principle as Represented in Poetry, p.182

“Reason as an organ for perceiving the true nature of reality and determining the guiding principles of our lives has come to be regarded as obsolete.”

Max Horkheimer book Eclipse of Reason

Source: Eclipse of Reason (1947), p. 18.

“An organization is a subordinate system of a specific larger system, the cooperative system, whose components are physical, biological, and personal systems. The relations with other organizations… are outside this specific cooperative system. Other organizations are a part of the social environment of the organization. It is for this reason I have used the phrase "complex of organizations" rather than "system." Usually the most significant relationships of a unit organization are those with the specific cooperative system of which it is a part. It is this system which primarily and on the whole in most instances determines the chief conditions of the organization's existence.”

Chester Barnard book The Functions of the Executive

Source: The Functions of the Executive (1938), p. 98-99, footnote

“Values identify what you stand for. In a sense, these values are the very foundation of your culture, those basic principles on which you are unwilling to compromise. It is extremely important that the values in any organization be clearly articulated for and understood by everyone in that organization.”

Don Soderquist (1934–2016)

Don Soderquist “ The Wal-Mart Way: The Inside Story of the Success of the World's Largest Company https://books.google.com/books?id=mIxwVLXdyjQC&lpg=PR9&dq=Don%20Soderquist&pg=PR9#v=onepage&q=Don%20Soderquist&f=false, Thomas Nelson, April 2005, p. 29.
On Putting Your Values First

“The Tides Foundation is made specifically to launder the money. It's made specifically so you can, you can be anybody, give to them, and they will give to the lefty organizations without your name on it. So you specifically do not know who's giving to these organizations.”

Glenn Beck (1964) U.S. talk radio and television host

2010s, 2010

“The history of organization theory contrasts with the history of managerial thought. When people began to compose texts about organized activities, between 2,000 and 3,000 years before the Christian era (BCE), they focused on managerial practices rather than on organizations as such. Several writers proposed general principles for managerial practice before 1000 BCE, so one can say that theories about managing have existed for at least 3000 years. However, these writings often said nothing about the organizational contexts in which managing was to occur. When the writers did make statements about organizations, they did not generalize. They wrote about specific organizations.”

William H. Starbuck (1934) American academic

Source: "The Origins of Organizational Theory," 2005, p. 143

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