Stability and Change in Managerial Work Values: A Longitudinal Study of China, Hong Kong, and the U.S.

Abstract

This study presents a 12‐year (1989–2001) longitudinal comparison of managerial values systems in China, Hong Kong, and the U.S. Using hierarchical cluster analysis, we test the validity of the three competing perspectives – convergence, divergence, and crossvergence – on values system evolution in these three societies. We use the sociocultural influence and business ideology influence typology as the foundation for developing our hypotheses. Additionally, we assess the contribution of the specific values within the values system to the overall system values findings. Our data most strongly support the multicultural crossvergence perspective. During a time period of stability in the U.S. and substantial change in both Hong Kong and China, the values of Hong Kong and China became more similar, while the values of these two Greater China societies became more different from those of the U.S.

Ethical preferences for influencing superiors: A 41-society study

“…The divergence perspective argues that a values system is the product of sociocultural influences (Inkeles, 1997;Ricks, Toyne, & Martinez, 1990), and that the values learned during childhood socialization endure throughout one's lifetime, regardless of the business ideology influences (economic, political, and technological) experienced by the members of a society (Ralston et al, 2006a). In direct contrast, the convergence perspective argues that a societal values system is determined by technological development (Dunphy, 1987), a primary component of the business ideology influences (Ralston, 2008).…”

“…To the extent that there are deep cultural differences in ethical standards (Cullen et al, 2004;Robertson, 2002), differences in expected conduct can harm superiorsubordinate work relationships (Ferres et al, 2004). Despite growing concerns regarding business corruption and unethical business practices by managers operating in international environments (Jackson, 2001; Thorne & Saunders, 2002), global studies of unethical business practices and ethical sensitivity have been far less prevalent (Collins, 2000) than multi-country studies of cross-cultural differences in values (Hofstede, 2001;Inglehart, 1997;Kelley, MacNab, & Worthley, 2006;Ralston, Pounder, Lo, Wong, Egri, & Stauffer, 2006a;Schwartz, 1997;Smith, Dugan, & Trompenaars, 1996).…”

Challenged and satisfied: the role of organisational ownership and employee involvement

“…China's SOEs have not been static, they have undergone considerable reform over the past two decades (Ralston, Pounder, Lo, Wong, Egri, & Stauffer, 2006), and have gradually adopted more Western-style HRM practices (Zhu et al, 2005). Studies to investigate POEs, an increasingly prevalent enterprise form in China, could compare them with both FIEs and SOEs.…”

“…Another valuable agenda would be to conduct diachronic studies to enable analysis of the nature and direction of change over time. For instance, analysis could be carried out to examine the extent to which the differences we found between SOEs and FIEs persist.China's SOEs have not been static, they have undergone considerable reform over the past two decades (Ralston, Pounder, Lo, Wong, Egri, & Stauffer, 2006), and have gradually adopted focused largely upon consultation and information sharing rather than "stronger" forms of involvement. Future research could compare our findings with those from firms that engage in "strong" forms of employee involvement to ascertain whether the relationships we report also hold true or, indeed, are stronger.…”

The impact of managers’ personal values on their behavior : evidence from Austria and Slovenia

“…In frame of examining the impact of soft factors on management behavior, the most important role is attributed to the personal values (Posner, Munson, 1979;Ralston et al, 1993;Connor, Becker, 1994;Ralston et al, 2006;Reynaud et al, 2007). Based on increasing number of empirical studies, management personal values are recognized as an important driver of management behavior in organizations (England, 1976;Finkelstein, Hambrick, 1996;Lang et al, 2000;Hughes et al, 2009;Nedelko, Mayrhofer, 2012).…”