comparative value priorities of chinese and new zealand

develop. The organisation is then more likely to encourage members to generate
independent and unique ideas, be innovative in designing their tasks, and perhaps even
to pursue their own agendas to some extent.
Not all members have equal influence upon the cultural values of their organisation. The
founder typically has significant, long-term influence on an organisation’s cultural
values (Gordon, 1991; Schein, 1983; Schneider, 1987; Schneider, Goldstein and Smith,
1995). Members’ influence derives from a combination of status, seniority, experience
and, often, charisma. Founders bring their own values, and their personal actions and
decisions and the organisational practices and systems they put in place affect the
emerging cultural values of the organisation.
Other factors affect the likelihood that individual members will influence the values of
the organisation’s members. Organisational factors include, for example, the size and
age of the organisation. The smaller and the younger an organisation, the more
influence individuals are likely to have. On the other hand, individuals who join mature
organisations encounter long-established norms and practices that are resistant to
change. Values, norms and practices in younger organisations are likely to be evolving
and hence be more susceptible to the influence of the values of their members. Also
important is the strength of organisational culture, that is, the degree of consensus
regarding the values, norms, and practices central to the organisation (Schein, 1992).
For another academic research truism, the stronger the organisational culture, the less
individuals can influence it (Chatman, 1989; Thompson, Stradling, Murphy and
O’Neill, 1996).
Personal factors that affect individuals’ abilities to influence organisational values
include an individual’s status, experience, and seniority (Gordon, 1991; Schein, 1992).
Leadership positions enable individuals to communicate or even impose their views of
what ought to be (e.g., dress codes, reward systems, office allocation and promotion
protocols). With experience and length of service, organisation members can gain
knowledge about prevailing organisational values, of the vested interests these values
serve, and of the constraints against changing them. This may enable the ability to
influence organisational culture.
Details of Schwartz’ Theory of Individual and Cultural Value Dimensions
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