comparative value priorities of chinese and new zealand

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Figure 3.7. Comparison of Sample Results from China (Red Graphs) and NZ (Blue Graphs) from Schwartz’ Public Database There were significant differences between the means of the samples on every dimension, p
Figure 3.8. ANOVA Tests of Between-Subjects Effects for Schwartz’ Theory Development Samples for MRAT-Centred Score Means Guangzhou Source is sample NZ Source is sample Dependent Variable Type III Sum of Squares df 112 Mean Square F Sig. Partial Eta Squared cConformity 44.144 4 11.036 14.136 .000 .055 cTradition 27.139 4 6.785 5.738 .000 .023 cBenevolence 24.365 4 6.091 8.038 .000 .032 cUniversalism 9.148 4 2.287 4.549 .001 .018 cSelfDirection 14.757 4 3.689 5.175 .000 .021 cStimulation 21.843 4 5.461 3.206 .013 .013 cHedonism 122.980 4 30.745 17.331 .000 .066 cAchievement 13.096 4 3.274 3.780 .005 .015 cPower 63.931 4 15.983 10.487 .000 .041 cSecurity 43.115 4 10.779 15.622 .000 .060 Dependent Variable Type III Sum of Squares df Mean Square F Sig. Partial Eta Squared cConformity 10.579 3 3.526 4.310 .005 .015 cTradition 6.907 3 2.302 6.182 .000 .022 cBenevolence 6.844 3 2.281 4.114 .007 .015 cUniversalism 2.669 3 .890 2.892 .035 .010 cSelfDirection 9.474 3 3.158 5.464 .001 .019 cStimulation 13.144 3 4.381 7.071 .000 .025 cHedonism 18.184 3 6.061 8.557 .000 .030 cAchievement 4.525 3 1.508 3.313 .020 .012 cPower 3.678 3 1.226 3.333 .019 .012 cSecurity 11.958 3 3.986 8.749 .000 .031
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COMPARATIVE VALUE PRIORITIES OF CHI
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TABLE OF CONTENTS TABLE OF CONTENTS
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Countries as Cultural Units .......
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New Zealand SVS Sample SEM Test Res
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Linear Regression Results for the G
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Figure 4.20. USA Item Distributions
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Figure 6.2. Comparing SSA Results F
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ACKNOWLEDGEMENTS I gratefully ackno
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ABSTRACT The purpose of this thesis
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PREFACE I have occasionally used un
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COMMENTS CONCERNING BIBLIOGRAPHY Th
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though there have been a number of
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New Zealand and China entered into
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� clean and green but complacent,
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improve success rates in doing busi
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Expanding operations to countries w
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� What are the relationships betw
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CHAPTER 2: THEORETICAL FRAMEWORKS W
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for example, Einstein’s General T
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attributes that are believed to det
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and motivation; for further definit
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Figure 2.1. Relationships of Leader
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Studies indicated that the leader b
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dimensions, developing nine cluster
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THE OHIO STATE LEADER BEHAVIOUR THE
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Figure 2.2. Correspondences amongst
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. Leadership as an effect of intera
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strong sense of “neiren” (inner
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given culture if a particular style
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� Kolb (1995) found the LBDQXII a
Page 61 and 62: initiating structure (Fleishman, 19
Page 63 and 64: laissez faire management provided r
Page 65 and 66: accounted for approximately 50 and
Page 67 and 68: valence. An adaptive feedback syste
Page 69 and 70: International Managerial Leadership
Page 71 and 72: Figure 2.5. Spencer and Peterson’
Page 73 and 74: interrelationships of dimension mea
Page 75 and 76: Direction, Universalism, Benevolenc
Page 77 and 78: Individuals promote values they con
Page 79 and 80: develop. The organisation is then m
Page 81 and 82: (5) Values are ordered by importanc
Page 83 and 84: ten basic values can be characteriz
Page 85 and 86: Figure 2.8. Chart of SSA Positionin
Page 87 and 88: the data and the impact of random s
Page 89 and 90: CHAPTER 3: LITERATURE REVIEW WITH S
Page 91 and 92: The choice of direction of the orig
Page 93 and 94: now briefly summarise some major th
Page 95 and 96: The Role of Overseas Chinese Undoub
Page 97 and 98: Regional cultural distinctions tend
Page 99 and 100: interpreted as indicators of their
Page 101 and 102: usinesspeople might be attributed t
Page 103 and 104: culture that shapes us today. Confu
Page 105 and 106: Figure 3.2. Rankings of SVS Dimensi
Page 107 and 108: Holt (1997) investigated how cultur
Page 109 and 110: Statistically there are significant
Page 111: Comparison of Student and Teacher V
Page 115 and 116: There are questions concerning the
Page 117 and 118: Islamic Middle East, and “Africa
Page 119 and 120: of the literature points to four br
Page 121 and 122: 1. The relative importance of goals
Page 123 and 124: specific role demands of leaders, t
Page 125 and 126: in one or more areas, as well as a
Page 127 and 128: 9. Imaginative - creative but think
Page 129 and 130: transformational leadership style w
Page 131 and 132: Figure 3.11.Generation Cohorts in C
Page 133 and 134: Life stage Opportunities, demands,
Page 135 and 136: Evolutionary thinking might also ex
Page 137 and 138: found that, aggregated over field a
Page 139 and 140: CULTURE AND LEADERSHIP In every cul
Page 141 and 142: societies with relatively high Powe
Page 143 and 144: studying Paternalism, as it is a ge
Page 145 and 146: CHAPTER 4: METHODS AND METHODOLOGY
Page 147 and 148: Number of Areas Sampled In this stu
Page 149 and 150: Von Krogh and Roos (1995) assert th
Page 151 and 152: eplicated to similar cases, and thi
Page 153 and 154: acceptable for study. This, of cour
Page 155 and 156: phenomenon in major theories in the
Page 157 and 158: interior of China with no access to
Page 159 and 160: different populations including Uni
Page 161 and 162: I am also interested in investigati
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Kuan Tze (pinyin: Guanzi, also “K
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Figure 4.4. Ethno-Religio-Linguisti
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Mean Dimension Scores Raw Score Mea
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An extensive meta-analysis of the s
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LBDQXII Dimension F 8: Consideratio
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Pearson correlations. Schwartz’ u
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� eliminates the necessity of cho
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Schwartz proposes value relationshi
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East Asia. China and New Zealand we
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SVS Dimension GZ: alpha for dimensi
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multiple levels of analysis so that
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individuals tend to assign shared m
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characteristic and wealth as a “n
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Multi-Organisational Levels of Anal
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LBDQXII Varimax Factors in the USA
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Individual and culture-level analys
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and by adding a descriptive phrase
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Human Resources Department for hote
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statistically independent of one an
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MRAT converts absolute value scores
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� use short, simple phrases; �
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of Mexico, it means wrist. This pat
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� Linear regression will be emplo
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Lee and Soutar (2009) discuss scali
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Figure 4.14. SVS and LBDQXII Respon
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Some are evidenced from Guadalajara
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Smith (2004) investigated these iss
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Item 57: SELF-INDULGENT (doing plea
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CHAPTER 5: RESULTS OF ANALYSIS OF D
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does not require bootstrapping to e
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Figure 5.4. SVS RMSEA for the NZ SV
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Smallest Space Analysis for the Gua
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The following items conform to defi
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Figure 5.11. Two-Dimensional Smalle
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Figure 5.13. Two-Dimensional Smalle
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elationships at the Passive/Empower
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Analysing SSA item-dimension struct
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Figure 5.17. Chart of SVS Dimension
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Raw Scores 1995 Mgr Figure 5.20. Hi
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Lee & Soutar Random 2009 Figure 5.2
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Figure 5.24. Raw Score Rankings of
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variables. Age will be included as
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Figure 5.27. Pearson Inter-Correlat
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Figure 5.29. Correlations of Age an
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Figure 5.32. Education x Country Cr
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In some cases relating to relative
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Figure 5.36 SVS57 and LBDQXII Diffe
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In Figure 5.36 we see the analysis
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In the chart and table in Figures 5
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Structure of Charismatic Leadership
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for any dimension. For two borderli
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Figure 5.43 ANOVA and Chart of Gend
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Analysis of Covariance for SVS Dime
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Figure 5.47. Intercorrelations of P
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The intercorrelations amongst Age,
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Benevolence, Self-Direction, and Se
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CHAPTER 6: IMPLICATIONS OF RESULTS,
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owned by the co-operative, had rigo
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Figure 6.1. Components of Leader Be
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SVS samples to other demographics,
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Figure 6.3. SVS Individual Values D
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kind of person. Accurately translat
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� In NZ, high Tradition values re
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as strong business partners because
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ANOVA Tests Dimension Means 0.6 0.4
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These results indicate considerable
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aspirations. The shared and opposin
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Chinese businesspeople in Guangzhou
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Perceptions of the Dark Side of Lea
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Ehrlich et al. (1990) conclude, “
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LBDQXII correlations with Charisma/
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dimensions suggested by Ehrlich et
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male dominated organizations might
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to identify external locus of contr
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or plan, use serendipity (Crick and
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the regional context of Guangdong P
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negative indicator such as no, not,
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epresented different samples and di
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consistently, the only thing that y
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The Managerial Leader Actor Figure
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APPENDIX 4 -SURVEYS This appendix c
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SE15 Reciprocation of favours RECIP
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Achievement Hedonism Stimulation Se
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PR43. Is very skilful in an argumen
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The survey as presented to particip
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No. ________________________ IDEAL
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The “ideal managerial leader” A
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34 AMBITIOUS (hard-working, aspirin
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DATA CLEANING FOR THE SCHWARTZ VALE
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GZ: F3ToleranceofUncertainty Model
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GZ: F7RoleAssumption Model Unstanda
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GZ: F11Integration Model Unstandard
Page 347 and 348:
NZ: F3ToleranceofUncertainty Model
Page 349 and 350:
NZ: F7RoleAssumption Model Unstanda
Page 351 and 352:
NZ: F11Integration Model Unstandard
Page 353 and 354:
Ah-Chong, Lee Moya and Thomas, Davi
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Arnold, K. A.; Barling, J. Kelloway
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Ayman, R. (1993). Leadership Percep
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Bass, B.M. and Avolio, B.J. (1990a)
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Best, Deborah L. and Everett Brady
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Bolman, L. G. and Deal, T. E. (1997
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Britt, T. W. Bliese, P. D. (2003).
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Campbell, L.T.; Simpson, J. A.; Ste
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De Mooij, Marieke and Hofstede, Gee
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Dodgson, P. G. and Wood, J. V. (199
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Dvir, T.; Eden, D. and Banjo, M. L.
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Elron, E. (1997). Top Management Te
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Festinger, Leon. (1957). A Theory o
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Foust, Dean; Rocks, David and Kripa
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Hunt, J.G.; Boal, K.B. and Sorenson
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Kalleberg, A.L. (1977) Work Values
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Leung, C.; Moore, S. (2003). Indivi
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