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

Resilience in the Covid-19 pandemic: a study of board diversity through a crisis management plan

This paper addresses what boards of directors could do to enhance resilience in a crisis. We argue that board diversity could be important for firms to handle a crisis. Meanwhile, a board’s involvement in a crisis management plan could be critical in utilizing diversity to bounce back. We have applied an information processing perspective to investigate how board cognitive diversity and board gender diversity impact on board involvement in the crisis management plan. Survey data of 271 responses collected between April and June 2020 from the US are used in the structural equation modeling analysis. The results show that, on the one hand, board cognitive diversity is a desirable feature, significantly improving a board’s contribution to a crisis management plan, which strengthens a firm’s resilience. On the other hand, board gender diversity poses a negative impact on resilience. The paper concludes with discussions and future research proposals

Top management teams of international joint ventures in Thailand: the effects of heterogeneity on group processes and goal attainment

The relationship between top management team composition, group processes, and the effects of those processes on goal attainment were examined for International Joint Venture (IJV) teams in Thailand. For these culturally diverse teams, heterogeneity was defined by demographic (member age, length of team tenure, education level, functional expertise) and cultural characteristics (country of education, nationality, affiliation with a parent organization, and primary language spoken.) Overall, demographic heterogeneity most heavily influenced levels of trust, decision quality and decision implementation among team members. Cultural heterogeneity influenced the frequency of communication.Craig Julian, Carolyn Mueller, Renee Wachter, Cheryl Van Deuse

Internet International: A Simulation Exercise for Understanding Technological Innovation and Customer Service in a Rapidly Growing Internet Server Company,

In the current global economy, managers must deal with employees and customers from a variety of geographical locations. The purpose of this paper and the presentation is to introduce a simulation called Internet International©. This case simulation is designed to ease the transition of both students and managers by helping build the skills, sensitivity, and cultural awareness they need to establish and maintain effectiveness when doing business across national borders (Trompenaars, 1994)

What Goals Do Business Leaders Pursue? A Study in Fifteen Countries

Goals-in-use of successful businesspersons were rated by over 1,800 junior managers and professionals, attending evening MBA courses at local universities in 15 countries. A hierarchical cluster analysis of perceived goals divided the countries into seven clusters. The relative ordering of goals within these clusters suggested seven different archetypal business leader roles. Perceptions correlated significantly with national wealth, as well as with dimensions of national culture.© 2002 JIBS. Journal of International Business Studies (2002) 33, 785–803