comparative value priorities of chinese and new zealand

Individuals promote values they consider desirable through their actions, serving as
models for organisation members. They influence the cultural values of organisations
both intentionally and inadvertently. They influence organisational views of what is
good and desirable directly through formal and informal discussions about the
organisation, proposals about desirable characteristics of new employees, how to induct
them into the organisation, and how to praise or condemn their actions. Influential
members of organisations build structures into and within them that promote those
individuals’ preferred values through designing practices (e.g., reward systems bases
upon sales revenue or seniority) and physical settings (e.g., open or closed doors and
open or enclosed work spaces).
Sagiv and Schwartz (2007) provide a summary of Schwartz’ (1992, 1997, 2005a) theory
of individual values employed in this research project. I will summarise their summary.
In his values research Schwartz (1992) identified two overarching bipolar personal
value conflicts, Self-Enhancement vs. Self-Transcendence, and Openness to Change vs.
Conservation. Schwartz uses the term conservation in sense of the avoiding or
preventing change, rather than to protect from harmful loss of scarce or irreplaceable
resources. Self-Enhancement values emphasise pursuing self-interest through
controlling people and resources (Power values) and achieving success defined by
social standards through demonstrating ambition and competence (Achievement values).
These values conflict with Self-Transcendence values, which emphasise serving the
interests of others by showing concern and care for those in close in-groups
(Benevolence values) and showing acceptance, tolerance and concern for all people
regardless of group membership (Universalism values).
Members of organisations who value Self-Enhancement focus on the public status of the
organisation and their status within it as playing important roles in determining
identification with their organisation, as opposed to those who value Self-
Transcendence (Roccas, 2003). People who value Self-Enhancement tend to have a
career development orientation, viewing their job as a stepping-stone to their next job;
those who value Self-Transcendence tend to have a calling orientation, viewing their
job as a vocational mission (Gandal, Roccas, Sagiv and Wrzesniewski, 2005).
According to Schwartz (1994, 2006), Self-Enhancement values are compatible with
Mastery and Hierarchy orientations. Organisations sharing Self-Enhancement values
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