comparative value priorities of chinese and new zealand

elatively small, ethnically homogenous, convenience samples in two societies, and so
cannot be generalised to all Chinese or all New Zealanders.
Questions that arise are,
1. Will we continue to find the same rather significant deviations from fit with the
theoretical item-dimension relationships discussed in Chapter 4 between
countries for businesspeople?
2. Can new surveys be derived from the SVS and LBDQXII that demonstrate
improved cross-cultural reliability and validity?
I will attempt to answer these two basic questions in future research projects.
Other future research needs include:
Cross-cultural researchers need to take a long-term view and invest the several decades
of work required to develop a theory and measurements of all aspects of societal
cultural. This will involved accurate identification of behaviours and their causes for
society-specific dimensions as well as those (if any) invariant across societal cultures.
A peripheral and nagging problem following LBDQXII and research instruments has
been the fact that it includes a considerable number of reverse-scored items. Virtually
all studies of this kind of item indicate it reduces scale reliability and perhaps validity.
CONCLUSIONS
A model I proposed for the ecology of an international managerial leader is presented in
Chapter 2, and I specified that I would test the portion of the model depicted in Figure
6.9 with annotations relating to results and influences of variables.
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