This research maps out a framework for the application of the value structure of Jordanian business elites, relying on Schwartz's (1992) theory of the contents and structure of values. The results suggest that Jordanian managers attribute the highest importance to achievement and security values and the lowest importance to tradition and hedonism. Moreover, the study explores the relationship between different value types and the willingness of Jordanian decision makers to conduct business with individuals from other countries. Finally, the sample suggests differences in values related to willingness for business collaboration among various countries, as a function of perceived cultural context.

The purpose of this study is to investigate and analyze the interviewing practices of Jordanian interviewers in the private sector. One hundred and four interviewers responded to a questionnaire. The study reveals that the interview is the most widely used tool for employee selection, and the structured‐panel interview is the most common type used. Planning for the interview process is found to be broad in nature and lacks rigor and details. Positive verbal and nonverbal behavior of the interviewee is found to be the significant factor affecting the interviewer's selection decision followed by negative verbal and nonverbal behavior. Interviewer's values and attitudes, stereotypes, and interviewee self‐confidence and physical attractiveness are found also to be significant.

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