  The values of software organizations are crucial for achieving high
performance; in particular, agile development approaches emphasize their
importance. Researchers have thus far often assumed that a specific set of
values, compatible with the development methodologies, must be adopted
homogeneously throughout the company. It is not clear, however, to what extent
such assumptions are accurate.
  Preliminary findings have highlighted the misalignment of values between
groups as a source of problems when engineers discuss their challenges.
Therefore, in this study, we examine how discrepancies in values between groups
affect software companies' performance.
  To meet our objectives, we chose a mixed method research design. First, we
collected qualitative data by interviewing fourteen (\textit{N} = 14) employees
working in four different organizations and processed it using thematic
analysis. We then surveyed seven organizations (\textit{N} = 184). Our analysis
indicated that value misalignment between groups is related to organizational
performance. The aligned companies were more effective, more satisfied, had
higher trust, and fewer conflicts.
  Our efforts provide encouraging findings in a critical software engineering
research area. They can help to explain why some companies are more efficient
than others and, thus, point the way to interventions to address organizational
challenges.
