comparative value priorities of chinese and new zealand

aggressive and entrepreneurial behaviour by businesspeople in Guangzhou compared to
New Zealand.
REFLECTING ON STIMULATION, IMPULSIVENESS, AND NEEDS FOR NOVELTY AND
SENSATION IN NEW ZEALAND: SHE’LL BE RIGHT, YEAH RIGHT
An extremely important issue revealed in this study is the comparatively low rankings
of the leader behaviour dimensions related to planning, forecasting, and improving
productivity. Tolerance of Uncertainty, Production Emphasis, and Demand
Reconciliation, are the three lowest ranked for the New Zealand sample. The
implications are that New Zealand businesspeople are relatively unconcerned about
planning, forecasting, and enhancing productivity and the production system, a set of
attitudes that are destructively counter-productive to international business success. I
note this in the discussions of the relative economic performance for New Zealand and
Guangzhou.
In the Smallest Space Analysis for value dimensions for New Zealand, the Hedonism
space was along the same vector as Security, and in the Self-Enhancement region of the
circumplex. Additionally, the Stimulation items are intermixed with the Security items.
These placements indicate some sort of relationship amongst these values. From a
psychological national character point of view this arrangement implies a need for or
acceptance of impulsiveness and a need for novelty and sensation. Searching the
literature for studies for New Zealand related to the psychological traits of
impulsiveness and the need for novelty and sensation, there is not a large body of work.
The most informative article is by New Zealand psychologist Braun (2008), who
discusses the national character syndrome of the “She’ll be right” attitude in terms of
sexual promiscuity and high rates of sexually transmitted infections. Braun’s results can
be interpreted as indicating that, if Conformity and Security are related to behaving
according to group norms and engaging in Stimulation-seeking behaviours is the norm
in New Zealand, issues arise concerning the importance of Stimulation seeking in order
to fit in. Her findings concerning tendencies toward impulsive behaviour as opposed to
planed behaviour also have implications for the debilitating acceptance of absence of
planning processes in organisations. Braun’s study results also provide insight into
attributions of causes of behaviour, which in her study indicate a tendency for subjects
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