comparative value priorities of chinese and new zealand

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Figure 4.5. Comparison of Relative Means for Raw Scores and MRAT-Centred Scores for Samples from China N: Hangzhou 92, Macau Hotel 206, Macau Casino 195, Zhengzhou Hotel 222 Mean Dimension Scores Mean Dimension Scores Mean Dimension Scores 0.6 0.4 0.2 0 -0.2 -0.4 -0.6 -0.8 PredAcc PredAc c MRAT Means Ranked by Macau Hotel Employees RoleAsmp RoleAsmp ProdEmph ProdEmph TolUncert TolUncert Represent DmdRec Persua InitStruct 165 SupOrient Preferred Leader Dimensions MRAT Means R anked by Macau Hotel Employees incl. Hangzhou 0.6 0.4 0.2 0 -0.2 -0.4 -0.6 -0.8 4.2 4 3.8 3.6 3.4 3.2 3 Int Represent DmdRec Persua InitStruct SupOrient Preferred Leader Dimensions Raw Score Means Ranked by Macau Hotel Employees SupOrient Persua Consid ProdEmph TolFree InitStruct DmdRec Represen PredAcc TolUncert RoleAsmp Preferred Leader Dimensions Int Int Consid Consid TolFree TolFree Macau_Hotel Macau_Casino Zengzhou_Hotel Hangzhou Macau_Hotel Macau_Casino Zengzhou_Hotel Macau_Hotel Macau_Casino Zengzhou_Hotel
Mean Dimension Scores Raw Score Means Ranked by Macau Hotel Employees incl. Hangzhou 4.2 4 3.8 3.6 3.4 3.2 3 Represen DmdRec TolUncert Persua InitStruct TolFree RoleAsmp A cross-national comparison can be seen in Figure 2.9, comparing means from four samples of businesspeople from Sub-Saharan African countries, Ghana, Kenya, South Africa Blacks and Whites, and Zambia from Littrell, Wu and Nkomo (2009). For measuring cultural value dimensions both standardisation-transformed score means (named MRAT scores) and raw score means were used; see Figure 4.6. Multivariate analysis of variance indicates significant differences (p
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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
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initiating structure (Fleishman, 19
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laissez faire management provided r
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accounted for approximately 50 and
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valence. An adaptive feedback syste
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International Managerial Leadership
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Figure 2.5. Spencer and Peterson’
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interrelationships of dimension mea
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Direction, Universalism, Benevolenc
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Individuals promote values they con
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develop. The organisation is then m
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(5) Values are ordered by importanc
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ten basic values can be characteriz
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Figure 2.8. Chart of SSA Positionin
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the data and the impact of random s
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CHAPTER 3: LITERATURE REVIEW WITH S
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The choice of direction of the orig
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now briefly summarise some major th
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The Role of Overseas Chinese Undoub
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Regional cultural distinctions tend
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interpreted as indicators of their
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usinesspeople might be attributed t
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culture that shapes us today. Confu
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Figure 3.2. Rankings of SVS Dimensi
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Holt (1997) investigated how cultur
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Statistically there are significant
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Comparison of Student and Teacher V
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Figure 3.8. ANOVA Tests of Between-
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
Page 163 and 164: Kuan Tze (pinyin: Guanzi, also “K
Page 165: Figure 4.4. Ethno-Religio-Linguisti
Page 169 and 170: An extensive meta-analysis of the s
Page 171 and 172: LBDQXII Dimension F 8: Consideratio
Page 173 and 174: Pearson correlations. Schwartz’ u
Page 175 and 176: � eliminates the necessity of cho
Page 177 and 178: Schwartz proposes value relationshi
Page 179 and 180: East Asia. China and New Zealand we
Page 181 and 182: SVS Dimension GZ: alpha for dimensi
Page 183 and 184: multiple levels of analysis so that
Page 185 and 186: individuals tend to assign shared m
Page 187 and 188: characteristic and wealth as a “n
Page 189 and 190: Multi-Organisational Levels of Anal
Page 191 and 192: LBDQXII Varimax Factors in the USA
Page 193 and 194: Individual and culture-level analys
Page 195 and 196: and by adding a descriptive phrase
Page 197 and 198: Human Resources Department for hote
Page 199 and 200: statistically independent of one an
Page 201 and 202: MRAT converts absolute value scores
Page 203 and 204: � use short, simple phrases; �
Page 205 and 206: of Mexico, it means wrist. This pat
Page 207 and 208: � Linear regression will be emplo
Page 209 and 210: Lee and Soutar (2009) discuss scali
Page 211 and 212: Figure 4.14. SVS and LBDQXII Respon
Page 213 and 214: Some are evidenced from Guadalajara
Page 215 and 216: 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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Best, Deborah L. and Everett Brady
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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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