19 research outputs found
A Twenty-First Century Assessment of Values Across the Global
This article provides current Schwartz Values Survey (SVS) data from samples of business managers and professionals across 50 societies that are culturally and socioeconomically diverse. We report the society scores for SVS values dimensions for both individual- and societallevel analyses. At the individual-level, we report on the ten circumplex values sub-dimensions and two sets of values dimensions (collectivism and individualism; openness to change, conservation, self-enhancement, and self- transcendence). At the societal-level, we report on the values dimensions of embeddedness, hierarchy, mastery, affective autonomy, intellectual autonomy, egalitarianism, and harmony. For each society, we report the Cronbach’s a statistics for each values dimension scale to assess their internal consistency (reliability) as well as report interrater agreement (IRA) analyses to assess the acceptability of using aggregated individual level values scores to represent country values. We also examined whether societal development level is related to systematic variation in the measurement and importance of values. Thus, the contributions of our evaluation of the SVS values dimensions are two-fold. First, we identify the SVS dimensions that have cross-culturally internally reliable structures and withinsociety agreement for business professionals. Second, we report the society cultural values scores developed from the twenty-first century data that can be used as macro-level predictors in multilevel and single-level international business research
Reclaiming the child left behind: the case for corporate cultural responsibility
Although a reasonable understanding of corporate social responsibility (CSR) exists, one dimension remains largely ignored. That is, the cultural impacts of corporations, or the bearing, at various levels of their business models, activities, and outcomes on the value systems and enduring beliefs of affected people. We introduce the notion of corporate cultural responsibility (CCR). The way corporations address CCR concerns can be reflected according to three stances: cultural destructiveness, cultural carelessness, and cultural prowess. Taken sequentially, they reflect a growing comprehension and increasingly active consideration of CCR concerns by corporations. In turn, we explicitly address issues related to the complex question of determining the cultural responsibilities of corporate actors; specify key CCR-related conceptualizations; and lay a foundation for discussions, debates, and research efforts centered on CCR concerns and rationales
CEO accountability for corporate fraud:Evidence from the Split Share Structure Reform in China
Upward influence styles around the world: evidence from countries in Asia, Europe and North America
Cultural differences in upward influence: a study from societies in Europe, Asia and America
The Differences in Values Between Managers of the European Founding Countries, the New Members and the Applicant Countries: Societal Orientation or Financial Orientation?
Advocates for a social Europe are worried that the
accession of ex-Eastern Bloc countries into the
European Community would lead European corporations
to emphasize a financial orientation rather
than a societal orientation. We examined this question
in a study of the values orientations of 3,836
managers in 16 countries representing established
EU, new EU, and candidate EU country groups.
Within-Europe managerial values convergence
was found in a relatively high openness to change
and low self-enhancement values. However, we
found divergent values such that managers in
established EU countries were more self-transcendent
and less conservative than their counterparts
in new EU and candidate EU countries. Implications
for the convergence of future values within the Europe region are discussed
Ethical preferences for influencing superiors: A 41-society study
With a 41-society sample of 9990 managers and professionals, we used hierarchical linear modeling to investigate the impact of both macro-level and micro-level predictors on subordinate influence ethics. While we found that both macro-level and micro-level predictors contributed to the model definition, we also found global agreement for a subordinate influence ethics hierarchy. Thus our findings provide evidence that developing a global model of subordinate ethics is possible, and should be based upon multiple criteria and multilevel variables
How do you climb the corporate ladder? A multi-regional analysis of the ethical preferences for influencing superiors
Academy of Management 2005 Annual Meeting: A New Vision of Management in the 21st Century, AOM 2005