comparative value priorities of chinese and new zealand

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For the tests, it is required that the samples drawn from the population are random, and that the cases of each group are independent. My procedure meets those assumptions. In Figures 4.12 and 4.13 we see that the variances between samples for each dimension are not consistently homogenous. The phrasing of the anchors for the Likert scales for the SVS and the LBDQXII guarantee that subjects will produce results that are not normally distributed, as the items attempt to measure intensity of agreement with statements about individual values. In this study Figure 4.12. Test of Homogeneity of Variances between GZ and NZ Samples for the SVS Centred Scores Levene Statistic df1 df2 Sig. Conformity .003 1 446 .956 Tradition .762 1 446 .383 Benevolence 4.003 1 446 .046 Universalism 1.294 1 446 .256 Self-Direction .309 1 446 .578 Stimulation .359 1 446 .549 Hedonism 10.979 1 446 .001 Achievement 3.931 1 446 .048 Power .098 1 446 .755 Security .166 1 446 .684 Figure 4.13. Test of Homogeneity of Variances between NZ and GZ Samples for the LBDQXII Centred Scores Levene Statistic df1 df2 Sig. F1 Representation 5.941 1 462 .015 F2 Demand Reconciliation 27.449 1 462
Lee and Soutar (2009) discuss scaling issues with the SVS and with Likert scales in general. They demonstrate that in fact the SVS item scales are designed not to be interval but ordinal. Nonetheless, to conform to current practice in the SVS literature I will employ parametric statistics for hypothesis testing of questions relating central tendencies of the samples. CROSS-CULTURAL COMPARISONS In order to assess the extent to which items have their expected meanings, it is desirable to do a Smallest Space structural analysis within each sample. This reveals the structure of relations amongst Schwartz’ ten SVS values and clarifies whether there are problems in using the standard a priori indexes for group comparisons. In this research project SVS surveys are being employed to compare randomly selected businesspeople’s responses to the SVS in Guangzhou, China, and New Zealand, with the intent of discussing behavioural expectations in business transactions between people in Chinese-located and New Zealand-located organisations. Due to the identification of significantly different culture areas in China discussed above, with, a single region was selected due to cost of data collection considerations. I believe that a single score for each dimension in China would be a statistical artefact, and not representative of the country, as the country does not have a monolithic culture. Response Sets for the Two Samples on the Two Surveys Inspecting Figure 4.14, depicting the response set for the two samples for the SVS, we see that the Guangzhou sample tended to use a wider range of anchors than did the New Zealand Sample. This is also true for the LBDQXII responses. The SVS survey instructions could have an effect on response set. They consist of: In this questionnaire you are to ask yourself: “What values are important to ME as guiding principles in MY life, and what values are less important to me?” There are two lists of values on the following pages. These values come from different cultures. In the parentheses following each value is an explanation that may help you to understand its meaning. Your task is to rate how important each value is for you as a guiding principle in your life. Use the rating scale below: 208
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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-
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There are questions concerning the
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Islamic Middle East, and “Africa
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of the literature points to four br
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1. The relative importance of goals
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specific role demands of leaders, t
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in one or more areas, as well as a
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9. Imaginative - creative but think
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transformational leadership style w
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Figure 3.11.Generation Cohorts in C
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Life stage Opportunities, demands,
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Evolutionary thinking might also ex
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found that, aggregated over field a
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CULTURE AND LEADERSHIP In every cul
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societies with relatively high Powe
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studying Paternalism, as it is a ge
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CHAPTER 4: METHODS AND METHODOLOGY
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Number of Areas Sampled In this stu
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Von Krogh and Roos (1995) assert th
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eplicated to similar cases, and thi
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acceptable for study. This, of cour
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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 and 166: Figure 4.4. Ethno-Religio-Linguisti
Page 167 and 168: Mean Dimension Scores Raw Score Mea
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: � Linear regression will be emplo
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
Page 217 and 218: Item 57: SELF-INDULGENT (doing plea
Page 219 and 220: CHAPTER 5: RESULTS OF ANALYSIS OF D
Page 221 and 222: does not require bootstrapping to e
Page 223 and 224: Figure 5.4. SVS RMSEA for the NZ SV
Page 225 and 226: Smallest Space Analysis for the Gua
Page 227 and 228: The following items conform to defi
Page 229 and 230: Figure 5.11. Two-Dimensional Smalle
Page 231 and 232: Figure 5.13. Two-Dimensional Smalle
Page 233 and 234: elationships at the Passive/Empower
Page 235 and 236: Analysing SSA item-dimension struct
Page 237 and 238: Figure 5.17. Chart of SVS Dimension
Page 239 and 240: Raw Scores 1995 Mgr Figure 5.20. Hi
Page 241 and 242: Lee & Soutar Random 2009 Figure 5.2
Page 243 and 244: Figure 5.24. Raw Score Rankings of
Page 245 and 246: variables. Age will be included as
Page 247 and 248: Figure 5.27. Pearson Inter-Correlat
Page 249 and 250: Figure 5.29. Correlations of Age an
Page 251 and 252: Figure 5.32. Education x Country Cr
Page 253 and 254: In some cases relating to relative
Page 255 and 256: Figure 5.36 SVS57 and LBDQXII Diffe
Page 257 and 258: 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
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