Goals

In the means-end chain theory the highest level of abstraction can be understood as values or goals. As mentioned earlier, in the organizational context goals may describe the highest level of abstraction better. As mentioned by Webster and Wind (1972) especially in organizational context goal-oriented behavior is emphasized.

Veludo-de-Oliveira et al. (2006) mention how large number of attributes finally funnels into a few values through consequences. This was also case in the present

study. In total 13 goals were found from the respondents that give an in-depth explanation why certain attributes are desired. Goals derived from the mobile payment and the background system of course overlap to large extent. In conclusion, nine different separate goals can be uncovered from the mobile payment and the background system together. Table 6. describes goals elicited for the mobile payment and table 7. for the background system.

Table 6. Goals elicited from the mobile payment List of goals for the mobile payment

G23: Simple and efficient processes

For the mobile payment seven goals were identified. Two goals clearly rose above others, “simple and efficient processes” and “security”. Both, “security” and “simple and efficient processes” were mentioned by four respondents and by two respondents two times, so in total these goals were mentioned six times. With the goal of “simple and efficient processes” it was meant the mobile payment would speed up and ease many processes in the company, especially concerning management of the cards. “Security” was related to the fact that no physical cards are needed, which minimizes the risk of misuse, and thus brings more security. In addition, for example one respondent said that always when payment and transfer of money is in question, he perceives security as highly important. Security can be found from Schwartz’s (1992) set of values. Additional goals mentioned were

“convenience”, “reputation”, “functionality”, “profitability” and “operational reliability”.

“Convenience” and “functionality” were the only identified goals that were related to actual mobile payment. Thus, convenience was brought up in the sense that it is much more convenient for the workers to pay fuel with mobile and refueling process is easier.

Table 7. Goals elicited from the background system List of goals for the background system

G23: Operational reliability

G24: Simple and efficient processes G25: Profitability

G26: Correct procedures G27: Positive atmosphere G28: Security

For the background system six goals were elicited. Also, in the case of background system “simple and efficient processes” was mentioned the most. Clearly the value the mobile payment and its background system bring, is the improvement of certain processes inside the company. For the background system the security was mentioned two times. Also, “operational reliability” was the goal that was mentioned by several respondents. It was experienced that when for example it is possible to track and adjust refueling limits and other refueling information more actively, operational reliability is better guaranteed. For example, a few respondents noted that being able to refuel is critical for the overall functioning of the company, and thus it is vital to have good track of refueling limits and events. Additional goals identified were “profitability”, “correct procedures” and “positive atmosphere”.

It can be noted that to some extent elicited goals follow the value classification of England (1967). Especially similarities can be found with the category of organizational goals. From the England’s goals organizational efficiency, organizational stability, profit maximization and employee welfare can be identified from the results of this study. Thus, it can be certified that the highest level of abstraction really reflects goals, and more accurately goals in organization. As the laddering is mainly utilized to identify personal values or goals, it can be noted that laddering is also suitable in organizational context to reveal organizational goals.

However, in addition to organizational goals, some goals are more “soft” and they could be understood also as personal goals such as security, convenience and positive atmosphere.

Gutman (1982) mentions that goals and values give consequences positive or negative valences. This can also be discovered in the present study. For example, consequence of more freedom for workers could be perceived as negative or positive but as the more freedom for worker leads to the goal of positive atmosphere freedom for workers is perceived positive. However, if some company do not respect the positive atmosphere or do not realize the effect of that, freedom for workers may show itself as negative outcome.

McClelland (1985) argues that that values impact behavior especially when actions are conscious decisions. In the organization all the decisions are very conscious, which makes the exploration of the values and goals very reasoned. Bardi and Schwartz (2003) have found that values such as security, benevolence, conformity and achievement have weak relation to common behavior, which means that these occur mainly in conscious behavior. In the present study values relating to conscious behavior can be identified such as security, and in a sense also achievement can be identified as it closely parallels to goals of profitability as well as simple and efficient processes.