comparative value priorities of chinese and new zealand

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Figure 5.35. Comparison of SVS and LBDQXII Dimension Sample Rankings for Centred Means for Samples SVS Rank GZ SVS cM SD Skew Kur Rank NZ SVS cM SD Skew Kur 3 Trad 0.21 0.58 0.07 -0.19 1 Trad 0.58 0.59 0.59 1.41 4 Stim 0.20 0.83 0.22 -0.03 2 Stim 0.52 0.93 2.29 13.10 1 *Conf 0.30 0.72 0.21 0.25 3 *Conf 0.39 0.88 2.03 8.58 6 * Bene 0.16 0.61 0.27 0.81 4 *Bene 0.21 0.94 2.49 11.11 9 Sec -0.05 0.78 1.09 6.45 5 Sec 0.15 0.82 1.79 8.88 5 *SelDir 0.19 0.69 0.40 0.67 6 *SelDir 0.07 0.91 3.21 17.47 2 Pow 0.24 0.70 -0.56 2.98 7 Pow 0.05 0.80 0.83 2.61 8 *Univ -0.02 0.44 0.50 1.54 8 *Univ 0.04 0.67 3.66 21.85 7 Ach 0.04 0.74 0.03 0.60 9 Ach -0.03 1.07 2.16 9.18 10 LBDQXII *Hed -0.24 0.94 0.40 3.31 10 *Hed -0.18 1.30 0.84 1.51 Rank GZ LBDQXII cM SD Sk Kr Rank NZ LBDQXII cM SD Sk Kr 3 F11Integration 0.15 0.5 3.3 24.2 1 F11Integration 0.41 0.33 -0.22 -0.43 2 *F5InitStructure 0.16 0.5 4.4 30.4 2 *F5InitStructure 0.18 0.26 -0.41 1.04 5 *F4Persuas 0.10 0.5 4.8 38.3 3 *F4Persuas 0.17 0.28 -0.09 0.01 12 F7RoleAssum -0.03 0.6 2.1 15.2 4 F7RoleAssump 0.17 0.40 -0.41 0.01 7 *F10PredAcc 0.03 0.5 3.5 23.9 5 *F10PredAcc 0.04 0.30 -0.25 0.58 4 F12SupOrient 0.14 0.5 3.7 23.7 6 F12SupOrient 0.02 0.28 -0.45 1.07 1 F1Represent 0.17 0.5 2.5 15.6 7 F1Represent 0.00 0.37 -0.34 1.19 10 *F8Consid -0.08 0.4 4.3 29.9 8 *F8Consid -0.04 0.24 -0.24 0.62 11 *F6TolFreedom -0.06 0.6 3.2 22.6 9 *F6TolFreedom -0.01 0.35 -0.40 0.52 6 F9ProdEmp 0.09 0.5 4.1 29.2 10 F9ProdEmp -0.54 0.35 0.11 -0.27 8 F2DemandRec 0.03 0.6 2.4 15.7 11 F2DemandRec -0.55 0.31 0.12 0.76 9 F3TolUncert -0.09 0.5 4.6 35.6 12 F3TolUncert -0.28 0.40 -0.31 0.19 *NZ and GZ centred means are not significantly different. 253
Figure 5.36 SVS57 and LBDQXII Differences Between Samples ANOVA tests of between subjects effects for country samples from centred scores; country means are in Figure 5.35, and descriptive charts are in Figures 5.37 and 5.37. SVS Centred Scores Dependent Variable Mean Square F Sig. Partial Eta Squared *Conf 0.67 0.97 0.325 0.002 Trad 13.83 37.00 0.000 0.077 *Bene 0.09 0.13 0.717 0.000 *Univ 0.15 0.40 0.526 0.001 *Self-Dir 2.22 3.20 0.074 0.007 Stim 10.60 13.36 0.000 0.029 *Hedon 0.26 0.20 0.654 0.000 *Ach 1.01 1.14 0.286 0.003 Pow 5.43 8.48 0.004 0.019 Security 3.90 5.89 0.016 0.013 LBDQXII Centred Scores Dependent Variable Mean Square F Sig. Partial Eta Squared F1Representation 3.91 17.63 0.000 0.037 F2DemandReconciliation 41.21 148.23 0.000 0.243 F3ToleranceofUncertainty 4.57 20.55 0.000 0.043 *F4Persuasiveness 0.50 2.89 0.09 0.006 *F5InitiationofStructure 0.03 0.21 0.648 0.000 *F6ToleranceofFreedom 0.19 0.83 0.362 0.002 F7RoleAssumption 3.84 13.69 0.000 0.029 *F8Consideration 0.09 0.62 0.432 0.001 F9ProductionEmphasis 48.61 277.23 0.000 0.375 *F10PredictiveAccuracy 0.00 0.01 0.929 0.000 F11Integration 3.91 17.63 0.000 0.07 F12SuperiorOrientation 41.21 148.23 0.001 0.023 *Sample mean ranks not significantly different from one another. 254
Page 1 and 2:
COMPARATIVE VALUE PRIORITIES OF CHI
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TABLE OF CONTENTS TABLE OF CONTENTS
Page 5 and 6:
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
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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
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 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: In some cases relating to relative
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,
Page 283 and 284: Figure 6.3. SVS Individual Values D
Page 285 and 286: kind of person. Accurately translat
Page 287 and 288: � In NZ, high Tradition values re
Page 289 and 290: as strong business partners because
Page 291 and 292: ANOVA Tests Dimension Means 0.6 0.4
Page 293 and 294: These results indicate considerable
Page 295 and 296: aspirations. The shared and opposin
Page 297 and 298: Chinese businesspeople in Guangzhou
Page 299 and 300: Perceptions of the Dark Side of Lea
Page 301 and 302: Ehrlich et al. (1990) conclude, “
Page 303 and 304: LBDQXII correlations with Charisma/
Page 305 and 306:
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
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NZ: F11Integration Model Unstandard
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Ah-Chong, Lee Moya and Thomas, Davi
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Arnold, K. A.; Barling, J. Kelloway
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Best, Deborah L. and Everett Brady
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