PurposeThe purpose of this article is to investigate the detailed relationships between Chinese cultural values (Confucian dynamism, individualism, masculinity, and power distance) and work values (self‐enhancement, contribution to society, rewards and stability, openness to change, and power and status) in an integrated model. Further attempts are also made to explain the above relationship in terms of different cultural exposure experiences.Design/methodology/approachThe sample was collected from China (selected from after‐work classes for Chinese businessmen in China) and Australia (overseas Chinese living or working in Sydney) by questionnaires. Altogether, 185 respondents took part in the study. SEM was used to test the relationship between Chinese cultural values and work values, and difference analysis was employed to test the impact of respondents' Western cultural exposure experiences.FindingsInteresting results are found concerning Chinese employees' cross‐cultural work values. The study not only confirms the impact of cultural values on work values, but also brings some new thoughts on Hoftstede's belief that instead of high masculinity and individualism, Confucian dynamism is the main cultural value to foster self‐enhancement and most work value of Chinese employees.Research limitations/implicationsBecause China is a complex country, the limited Chinese sample should not be taken as representative. The current study did not differentiate respondents' demographic differences. Hence some demographic variables may have produced some of the intergroup differences reported in this study.Practical implicationsThe findings provide useful input for managers who are seeking to develop effective working relationships with Chinese counterparts.Originality/valueThis paper enriches existing Chinese values studies and serves as a starting point for future research concerning the detailed relationship between Chinese cultural values and work values.

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Our research extends the current recruiting relevant studies by identifying how intrinsic (person-organization ethical fit, P-O ethical fit) and extrinsic factors (pay level and perceived corporate image) influence job choice decision solely and interactively. A 2×2 between-subjects experimental design was conducted with 210 graduating students in Taiwan, and written scenarios were used to simulate a job choice setting. These scenario cases are related to hotels which focus on environmentally relative corporate social responsibility (CSR) activities. The results show a significant difference in job offer acceptance rates among job seekers with diverse P-O ethical fit and the effect of P-O ethical fit on perceived corporate image was partially supported. The following discussion and suggestion will be made to provide ideas for recruiting management and it will also contribute to academic research.