Group Values Shown in Preadolescents' Drawings in Five English-Speaking Countries

Smart, Russell Cook; Smart, Mollie Stevens

doi:10.1080/00224545.1975.9923309

Cited by 11 publications

(2 citation statements)

References 3 publications

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“…(Readers interested in a review of the literature are referred to Koppitz and Casullo [1983].) Some researchers (Daoud, 1976;Schofield, 1978;Smart and Smart, 1975) have found a child's drawing to be reflective of environment and culture. Dennis (1966) asserted that children's drawings represent an understanding of self and culture, not just a visual reflection.…”

Section: Introductionmentioning

confidence: 99%

Children's Drawings

Voy¹,

Pedersen²,

Reitz³

et al. 2001

School Psychology International

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Section: Introductionmentioning

confidence: 99%

Children's Drawings

Voy¹,

Pedersen²,

Reitz³

et al. 2001

School Psychology International

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show abstract

“…But how do values perpetuate? According to developmental psychologists, by age ten most children have already developed a strong fundamental value system, and after that age value‐change is difficult (Smart and Smart, 1975). The reason, offers Hofstede (1991, p. 8), is that values are acquired so early that many values remain unconscious, cannot be easily discussed, nor can outsiders directly observe them; instead, “they can only be inferred from the way people act under various circumstances.” Taking into account how people behave, what they say, and how they think, helps reveal what values they hold and determine their significance on cultural development.…”

Section: The Persistence Of Valuesmentioning

confidence: 99%

Australian and Canadian managerial values: a review

Wolak

2009

International Journal of Organizational Analysis

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PurposeAlthough Australia and English Canada share common British colonial origins, they have not evolved into identical cultures. This is likely because they do not share an identical pattern of cultural values. Research has shown that, while common values certainly exist, each nation's dominant values are neither identical for all values nor are specific common values necessarily shared to the same degree. The purpose of this paper is to compare and contrast seven key values studies and considers their managerial implications.Design/methodology/approachThis review of comparative values studies helps identify, through analysis and comparison with other cultures, subtle differences between Australian and Canadian cultural values.FindingsDistinct Australian and Canadian value profiles emerge when each culture is contrasted with other, especially Anglo‐based, cultures. However, the studies in this review do not explore in great detail how such values became prominent cultural markers. This review therefore suggests that the impact of Anglo‐Celtic immigrants during each nation's formative periods may be a primary underlying cause that deserves further study.Research limitations/implicationsThe studies rely on various value scales to identify cultural similarities and differences. Such studies are cross‐sectional and do not analyze the results from a longitudinal or historical perspective. Nonetheless, reviewing these values studies contributes to the understanding of contemporary Australia, English Canada, and their respective managerial cultures. This review does not examine French Canadian values studies because of this analysis' focus on Anglo cultures to determine distinctions among dominant values and to suggest reasons for differences among those sharing a common British colonial heritage.Practical implicationsThis review informs practicing managers in Australia, Canada, and others considering entering these cultures, which values haven proven culturally important and how local values could impact managerial decision‐making behavior.Originality/valueGiven a lack of research directly comparing Australian and Canadian cultural and/or managerial values, this review of significant comparative values studies helps identify distinctions worthy of further investigation. The critical discussion considers limitations of the current literature, as well as areas for future research that include ethno‐cultural factors in organizational research that are important for domestic enterprises and multinational corporations entering each market.

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