comparative value priorities of chinese and new zealand

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GZ: F5InitiationofStructure Model Unstandardized Coefficients B Std. Error Beta Standardized Coefficients 341 t Sig. 1 Sec .092 .095 .120 .962 .337 Conf .360 .096 .448 3.748 .000 Trad .065 .064 .067 1.023 .307 Bene .043 .089 .056 .485 .628 Univ -.069 .095 -.086 -.721 .472 SelDir .086 .091 .112 .952 .342 Stim -.041 .063 -.045 -.652 .515 Hedon .131 .070 .153 1.865 .064 Ach .185 .084 .242 2.201 .029 Pow -.084 .072 -.094 -1.174 .242 GZ: F6ToleranceofFreedom Model Unstandardized Coefficients B Std. Error Beta Standardized Coefficients t Sig. 1 Sec .102 .090 .141 1.132 .259 Conf .329 .091 .435 3.633 .000 Trad .047 .060 .051 .784 .434 Bene .027 .084 .037 .317 .751 Univ -.046 .090 -.061 -.511 .610 SelDir .075 .085 .103 .875 .382 Stim -.021 .059 -.025 -.361 .718 Hedon .136 .066 .168 2.050 .042 Ach .150 .079 .209 1.891 .060 Pow -.073 .068 -.086 -1.072 .285
GZ: F7RoleAssumption Model Unstandardized Coefficients B Std. Error Beta Standardized Coefficients 342 t Sig. 1 Sec .126 .095 .174 1.322 .187 Conf .292 .096 .384 3.035 .003 Trad .039 .064 .042 .614 .540 Bene .021 .089 .029 .238 .812 Univ -.094 .095 -.125 -.988 .324 SelDir .067 .091 .092 .741 .459 Stim -.078 .063 -.090 -1.239 .217 Hedon .186 .070 .230 2.648 .009 Ach .198 .084 .275 2.360 .019 Pow -.038 .072 -.045 -.532 .595 GZ: F8Consideration Model Unstandardized Coefficients B Std. Error Beta Standardized Coefficients t Sig. 1 Sec .101 .078 .157 1.293 .198 Conf .285 .079 .421 3.615 .000 Trad .052 .052 .063 .998 .319 Bene .044 .073 .069 .611 .542 Univ -.057 .078 -.085 -.733 .465 SelDir .067 .074 .103 .896 .371 Stim -.039 .051 -.051 -.768 .444 Hedon .147 .058 .204 2.558 .011 Ach .100 .069 .156 1.450 .149 Pow -.046 .059 -.061 -.779 .437
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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
Page 281 and 282:
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
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� 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 and 336: The “ideal managerial leader” A
Page 337 and 338: 34 AMBITIOUS (hard-working, aspirin
Page 339 and 340: DATA CLEANING FOR THE SCHWARTZ VALE
Page 341: GZ: F3ToleranceofUncertainty Model
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
Page 353 and 354: Ah-Chong, Lee Moya and Thomas, Davi
Page 355 and 356: Arnold, K. A.; Barling, J. Kelloway
Page 357 and 358: Ayman, R. (1993). Leadership Percep
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Hofstede, Geert. (1991). Cultures a
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Hollenbeck, G. P. and McCall, M. W.
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Leung, C.; Moore, S. (2003). Indivi
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