comparative value priorities of chinese and new zealand

are likely to generate then support a culture that encourages individuals to assert
themselves, to work hard, to set high goals for themselves, creating an organisation
focussed on building and accepting a hierarchical structure that imposes specific roles
and obligations. In contrast, Self-Transcendence values are compatible with cultural
Egalitarianism and Harmony orientations. When organisation members share an
emphasis on Self-Transcendence values, organisational norms and practices tend to be
egalitarian, and to encourage tolerance, cooperation, mutual support, and concern for
the surrounding community. The organisation is more likely to avoid damaging the
environment and to attempt to avoid technologies with potentially harmful
consequences.
Openness to Change values emphasise autonomy of thought and action (Self-Direction),
and novelty and excitement (Stimulation). These values conflict with Conservation
values that emphasise,
� preserving the status quo and commitment to past beliefs and customs
(Tradition),
� complying with social norms and expectations (Conformity), and
� ensuring safety and stability (Security).
which indicate resistance to new things in an organisational context. Organisational
members who value Openness to Change are more likely to,
� seek autonomy in their work (Ros et al., 1999),
� more readily adopt new technologies (Beyth-Marom, Chajut, Roccas and Sagiv,
2003; Sagiv, Roccas and Halevi, 2005), and
� express greater willingness to accept voluntary organisational change (Sverdlik
and Oreg, 2006),
compared with those who emphasise conservation.
Conservation values are compatible with cultural Embeddedness, whereas openness to
change values are compatible with Affective Autonomy and Intellectual Autonomy.
When organisational members share an emphasis on Conservation values, the
organisation is likely to involve itself in members’ lives both within and outside the
organisational setting, and to expect members to be loyal to and supporting of the
organisation, usually without question. When the bulk of organisational members
emphasise openness values, an organisational culture emphasising autonomy is likely to
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