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

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Demonstrating the equivalence of constructs is a key requirement for crosscultural\ud empirical research. The major purpose of this paper is to demonstrate how to\ud assess measurement and functional equivalence or invariance using the 9-item, 3-factor\ud Love of Money Scale (LOMS, a second-order factor model) and the 4-item, 1-factor Pay\ud Level Satisfaction Scale (PLSS, a first-order factor model) across 29 samples in six\ud continents (N = 5973). In step 1, we tested the configural, metric and scalar invariance\ud of the LOMS and 17 samples achieved measurement invariance. In step 2, we applied\ud the same procedures to the PLSS and nine samples achieved measurement invariance.\ud Five samples (Brazil, China, South Africa, Spain and the USA) passed the measurement\ud invariance criteria for both measures. In step 3, we found that for these two measures,\ud common method variance was non-significant. In step 4, we tested the functional\ud equivalence between the Love of Money Scale and Pay Level Satisfaction Scale. We\ud achieved functional equivalence for these two scales in all five samples. The results of\ud this study suggest the critical importance of evaluating and establishing measurement\ud equivalence in cross-cultural studies. Suggestions for remedying measurement nonequivalence\ud are offered

The paper reports the development of a scale to measure the quality of interaction between leaders and members in line with the leader member exchange/vertical dyad linkage theorization of Dansereau, Graen, and Haga (1979, incorporating the suggestions of Dienesch and Liden (1986). Construct definitions were developed and items were generated and evaluated for content validity. A varimax rotated factor analysis of the data yielded only 2 of the proposed 3 factors-perceived contribution and affect. The two subscales documented factor stability and high reliability coefficients. Within-and between-groups analysis found support for dyadic nature of interaction. The implications of the results are discussed and conclusions are drawn about the new scale.

Purpose-Building upon the "fair exchange in leadership" notion (Hollander; Scandura), the purpose of this paper was to hypothesize the mediating impact of procedural justice climate on the relationship between leader-member exchange (LMX) and two attitudinal outcomes: organizational commitment and turnover intentions. Design/methodology/approach-A total of 224 managers voluntarily participated in the study. They represented nine multinational companies located in northern Malaysia. Data were collected by means of a structured questionnaire containing widely used scales to measure LMX (contribution, affect, loyalty, and professional respect), procedural justice climate, organizational commitment (affective, normative, and continuance), and turnover intentions. After establishing the goodness of measures, hypothesized relationships were examined using Structural Equation Modeling (SEM). While commitment and LMX were, respectively, conceptualized as 3-and 4-dimensional constructs, procedural justice climate and turnover intentions were each treated as unidimensional constructs. Findings-Whereas hypotheses for direct effects received low-to-moderate support, the mediation hypothesis received substantial support only in the case of professional respect dimension of LMX. Research limitations/implications-The study has obvious implications for leader-member exchange and procedural justice in organizations. Though findings are in line with those in the past research, they should be viewed with caution-given the nature of cross-sectional data. Originality/value-Management needs to pay attention to the quality of LMX, as today's employees look for mutual trust.