CREATING HIGH-COMMITMENT ORGANIZATIONS 313of their organizations and to experience a sense of meaning in their
daily activities.
To illustrate, companies operating in certain industries have a
competitive advantage in this regard — the pharmaceutical industry, for
example. Being part of a group of people that is striving to preserve
and improve human life through the development of new medicines
helps sustain the meta - value of meaning in these organizations. Merck
& Co Inc. produces a drug that combats river blindness, a disease
common in Africa, Latin America, and Yemen. Since the people in
areas most affected by the disease are often unable to pay for treat-
ment, Merck decided to give the drug free of charge, for as long as
necessary.
Similarly, the top executives of Novo Nordisk, the world ’ s major
insulin producer, have encouraged their employees to collaborate with
the international Diabetes Federation in starting projects in developing
countries to improve diabetes treatment. The company hands out its
products to many people in need, an act that creates a deep sense of
meaning for employees. This pervasive commitment to helping people,
as observed at close hand by one of my co - authors, is what makes Novo
Nordisk such a special company.
Nokia also believes in extending a healing hand as well. In the busi-
ness of connecting people — not surprisingly for a company that origi-
nated in Finland, a country of vast distance — Nokia is a major player in
China, taking millions of people from no phones (and no land - line
infrastructure) to mobile phones, signifi cantly changing lives in the
process. It all amounts to profi t with purpose.
Other companies in more traditional heavy industries are also
working hard to change their image for employees and the world.
Social responsibility is increasingly their rallying cry. In a study of why
companies ‘ go green, ’ interviewees from ecologically responsible fi rms
were asked why they had undertaken particular ecological responses.
They claimed to derive feel - good factors — not just window - dress-
ing — from this type of initiative, resulting in employee satisfaction and
high morale. Altruistic satisfaction can be a powerful driver (Kets de
Vries, 2009).
Leaders and meta-value creation
Putting these meta - values in place takes careful thought and hard work,
but it ’ s an essential investment for organizations in this global age that
want to be successful and a best place to work (even mom - and - pop