comparative value priorities of chinese and new zealand

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Values List I: AS A GUIDING PRINCIPLE IN MY LIFE, this value is: opposed not important very of supreme importance to my values important important -1 0 1 2 3 4 5 6 7 11 POLITENESS (courtesy, good manners) 12 WEALTH (material possessions, money) 13 NATIONAL SECURITY (protection of my nation from enemies) 14 SELF RESPECT (belief in one’s own worth) 15 RECIPROCATION OF FAVOURS (avoidance of indebtedness) 16 CREATIVITY (uniqueness, imagination) 17 A WORLD AT PEACE (free of war and conflict) 18 RESPECT FOR TRADITION (preservation of time-honoured customs) 19 MATURE LOVE (deep emotional & spiritual intimacy) 20 SELF-DISCIPLINE (self-restraint, resistance to temptation) 21 PRIVACY (the right to have a private sphere) 22 FAMILY SECURITY (safety for loved ones) 23 SOCIAL RECOGNITION (respect, approval by others) 24 UNITY WITH NATURE (fitting into nature) 25 A VARIED LIFE (filled with challenge, novelty and change) 26 WISDOM (a mature understanding of life) 27 AUTHORITY (the right to lead or command) 28 TRUE FRIENDSHIP (close, supportive friends) 29 A WORLD OF BEAUTY (beauty of nature and the arts) 30 SOCIAL JUSTICE (correcting injustice, care for the weak) VALUES LIST II Now rate how important each of the following values in items 31-57 is for you as a guiding principle in YOUR life. These values are phrased as ways of acting that may be more or less important for you. Once again, try to distinguish as much as possible between the values by using all the numbers. Before you begin, read the values in List II, choose the one that is most important to you and rate its importance. Next, choose the value that is most opposed to your values, or--if there is no such value--choose the value least important to you, and rate it -1, 0, or 1, according to its importance. Then rate the rest of the values. opposed to my values not important Values List II: AS A GUIDING PRINCIPLE IN MY LIFE, this value is: important very important -1 0 1 2 3 4 5 6 7 31 INDEPENDENT (self-reliant, self-sufficient) 32 MODERATE (avoiding extremes of feeling & action) 33 LOYAL (faithful to my friends, group) 335 of supreme importance
34 AMBITIOUS (hard-working, aspiring) 35 BROADMINDED (tolerant of different ideas and beliefs) 36 HUMBLE (modest, self-effacing) 37 DARING (seeking adventure, risk) 38 PROTECTING THE ENVIRONMENT (preserving nature) 39 INFLUENTIAL (having an impact on people and events) 40 HONOURING OF PARENTS AND ELDERS (showing respect) 41 CHOOSING OWN GOALS (selecting own purposes) 42 HEALTHY (not being sick physically or mentally) 43 CAPABLE (competent, effective, efficient) 44 ACCEPTING MY PORTION IN LIFE (submitting to life’s circumstances) 45 HONEST (genuine, sincere) 46 PRESERVING MY PUBLIC IMAGE (protecting my “face”) 47 OBEDIENT (dutiful, meeting obligations) 48 INTELLIGENT (logical, thinking) 49 HELPFUL (working for the welfare of others) 50 ENJOYING LIFE (enjoying food, sex, leisure, etc.) 51 DEVOUT (holding to religious faith & belief) 52 RESPONSIBLE (dependable, reliable) 53 CURIOUS (interested in everything, exploring) 54 FORGIVING (willing to pardon others) 55 SUCCESSFUL (achieving goals) 56 CLEAN (neat, tidy) 57____ SELF-INDULGENT (doing pleasant things) 58____ OBSERVING SOCIAL NORMS (to maintain face) 336
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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
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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
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� use short, simple phrases; �
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of Mexico, it means wrist. This pat
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� Linear regression will be emplo
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Lee and Soutar (2009) discuss scali
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Figure 4.14. SVS and LBDQXII Respon
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Some are evidenced from Guadalajara
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Smith (2004) investigated these iss
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Item 57: SELF-INDULGENT (doing plea
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CHAPTER 5: RESULTS OF ANALYSIS OF D
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does not require bootstrapping to e
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Figure 5.4. SVS RMSEA for the NZ SV
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Smallest Space Analysis for the Gua
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The following items conform to defi
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Figure 5.11. Two-Dimensional Smalle
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Figure 5.13. Two-Dimensional Smalle
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elationships at the Passive/Empower
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Analysing SSA item-dimension struct
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Figure 5.17. Chart of SVS Dimension
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Raw Scores 1995 Mgr Figure 5.20. Hi
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Lee & Soutar Random 2009 Figure 5.2
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Figure 5.24. Raw Score Rankings of
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variables. Age will be included as
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Figure 5.27. Pearson Inter-Correlat
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Figure 5.29. Correlations of Age an
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Figure 5.32. Education x Country Cr
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In some cases relating to relative
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Figure 5.36 SVS57 and LBDQXII Diffe
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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
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
Page 307 and 308: male dominated organizations might
Page 309 and 310: to identify external locus of contr
Page 311 and 312: or plan, use serendipity (Crick and
Page 313 and 314: the regional context of Guangdong P
Page 315 and 316: negative indicator such as no, not,
Page 317 and 318: epresented different samples and di
Page 319 and 320: consistently, the only thing that y
Page 321 and 322: The Managerial Leader Actor Figure
Page 323 and 324: APPENDIX 4 -SURVEYS This appendix c
Page 325 and 326: SE15 Reciprocation of favours RECIP
Page 327 and 328: Achievement Hedonism Stimulation Se
Page 329 and 330: PR43. Is very skilful in an argumen
Page 331 and 332: The survey as presented to particip
Page 333 and 334: No. ________________________ IDEAL
Page 335: The “ideal managerial leader” A
Page 339 and 340: DATA CLEANING FOR THE SCHWARTZ VALE
Page 341 and 342: GZ: F3ToleranceofUncertainty Model
Page 343 and 344: GZ: F7RoleAssumption Model Unstanda
Page 345 and 346: 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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