comparative value priorities of chinese and new zealand

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In the SSA SVS diagram for Guangzhou in Figure 5.13 we see a cluster of values involving Benevolence, Self-Direction, Local/Personal Security, and Achievement. These are virtues of Confucianism and from a post-hoc investigation, could lend support to the core and peripheral value structure. Security decomposes into “local” security of the in-group and global/universal security poles. Schwartz (1992) proposes that one might postulate two rather than one security values, one serving individual security and one serving collective. This is a particularly Western interpretation, as indicated by the SSA diagram for Guangzhou, where we see a collective vs. a universal dichotomy. Schwartz and Sagiv (1995) found the value structure derived from data from 543 tertiary students from Osaka, Japan, had the regions for Conformity, Benevolence, and Universalism intermixed. These analyses provide indications that contemporary businesspeople in New Zealand and Guangzhou City may have different individual cultural value structures from the student and teacher samples used to develop the SVS theory, and the sample structures are different from one another. Schwartz and Sagiv (1995), in a reliability study of the SVS using split-half techniques demonstrated that sampling fluctuations are responsible for a substantial portion of observed structural deviations across SVS dimension scores. Smallest Space Analysis for the LBDQXII Sample Data A detailed discussion of the SSA outcomes for the two samples for the LBDQXII follows. Twodimensional representations proved to be adequate. Graphical depiction of the SSA structures for GZ follows in Figure 5.14, and the NZ results in Figure 5.15. For the leader behaviour dimensions for GZ we see the typical Task Orientation / Consideration/Relationship Orientation bi-polar dimension. The psychometric problems with using reverse-scored items produce two clusters; both indicate the Task-Consideration orientation. The Guangzhou sample distinguishes between active and passive leader behaviours, that is, controlling and empowering. The SSA structures for the NZ sample produces well-defined dimensions, and we again see the typical Task Orientation / Consideration/Relationship Orientation bi-polar dimension. The 231
elationships at the Passive/Empowering pole indicate a distinction between actual empowering leader behaviours and a lassiez faire approach. Figure 5.14. LBDQXII SSA Results for the Guangzhou Sample LBDQXII SSA Guangzhou Sample – The reversed items and directly stated items produce two clusters Active Leadership Orientation Active Role Assumption Tol. of Uncert. Managing the Work System 232 Active Leadership Initiation of Structure and Role Assumption Tolerance of Freedom Consideration Empowerment Orientation
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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
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interior of China with no access to
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different populations including Uni
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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
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
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: Figure 5.13. Two-Dimensional Smalle
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
Page 259 and 260: In the chart and table in Figures 5
Page 261 and 262: Structure of Charismatic Leadership
Page 263 and 264: for any dimension. For two borderli
Page 265 and 266: Figure 5.43 ANOVA and Chart of Gend
Page 267 and 268: Analysis of Covariance for SVS Dime
Page 269 and 270: Figure 5.47. Intercorrelations of P
Page 271 and 272: The intercorrelations amongst Age,
Page 273 and 274: Benevolence, Self-Direction, and Se
Page 275 and 276: CHAPTER 6: IMPLICATIONS OF RESULTS,
Page 277 and 278: owned by the co-operative, had rigo
Page 279 and 280: Figure 6.1. Components of Leader Be
Page 281 and 282: 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
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NZ: F3ToleranceofUncertainty Model
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NZ: F7RoleAssumption Model Unstanda
Page 351 and 352:
NZ: F11Integration Model Unstandard
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