With Postmodernism, the era of particularism, and individual differences (Vattimo & Rovatti, 1998; Lyotard, 1979), people need to “express their deepest being” (Voynnet-Fourboul, 2014, p.13). The interest in work centrality began in the 1970s (Crozier & Friedberg, 1977). At that time, a new paradigm gained momentum: work centrality and business horizontalization. Values such as ‘autonomy’ and ‘individualization’ appeared in the managerial lexicology (Miller & O’Leary, 1987). They signaled the new importance of regulating the employee’s psychology and the feeling of control they have over their work. At the end of the 1990s, organizations inspired by the neo-liberal project of the 1980s believed that they could get the most out of their employees by giving them autonomy and favoring creativity (Miller & Rose, 1990). The object of control was less the behavior of the workforce than the mind and subjectivity of the employees (Clegg et al., 1996). Consequently, the research highlighted the importance of individual values as a fundamental predictor and explanation of human and social dynamics in organizations (Schwartz, 2007) and called for a horizontalization of practices. According to the developmental perspective (i.e., the individual’s psychological functioning), horizontal alignment is less about coherence between business strategies and policies than coherence between practices and individual values (Baird & Meshoulam, 1988). The manager/translator (Thevenet, 2007) who wishes to be as close as possible to reality can identify the values of their employees and translate them into principles of action to contribute to the creation of a homogeneous (i…