Variations in Value Orientations

Opler, Morris E.; Kluckhohn, Florence Rockwood; Strodtbeck, Fred L.

doi:10.2307/480364

Cited by 58 publications

(73 citation statements)

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“…As presented above, unlike other contemporary cultural studies (Hofstede, 1980;Kluckhohn & Strodtbeck, 1961;Schein, 1985;Trompenaars, 1993;Triandis, 2004) …”

Section: Methodsmentioning

confidence: 99%

Be Careful What You Wish for: Mapping Nordic Cultural Communication Practices & Values in the Management Game of Communication

Warner‐Søderholm¹,

Cooper²

2016

IJBM

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Whether executives are sharing their organization's strategy goals, financial projections, marketing initiatives, crisis management, or perhaps disseminating HRM issues, culture-with regard to differing ways of communicating-matters. Therefore, the purpose of this article is to understand Nordic managers' cultural practices -and wished for values-within the context of delivering and receiving communication messages, not only within their organizations, but also with a keen eye to external stakeholders. Minor yet significant differences in communication norms may surface, even when representatives from similar cultures work together (Adler, 2002). As a follow on from the GLOBE project , data based on the GLOBE instrument collected on culture and communication values (Warner-Søderholm, 2012) are applied in this present study in order to explore to what degree cultural values impact how we form, deliver and receive an organization's business communication messages within the Nordic cluster. Thus, this supports the proposition that better cross-cultural business communication practices contribute to an organization's bottom line in the management game of communication today. Moreover, we contribute to the field with an analysis of the differences between managers' cultural practices and wished for values.

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“…As presented above, unlike other contemporary cultural studies (Hofstede, 1980;Kluckhohn & Strodtbeck, 1961;Schein, 1985;Trompenaars, 1993;Triandis, 2004) …”

Section: Methodsmentioning

confidence: 99%

Be Careful What You Wish for: Mapping Nordic Cultural Communication Practices & Values in the Management Game of Communication

Warner‐Søderholm¹,

Cooper²

2016

IJBM

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“…Scholars widely recognize that firms' environmental proactivity varies in different contexts (Calza et al, 2016;Roy and Goll, 2014), increasing environmental performance in socially supportive culture (Stephan and Uhlaner, 2010). From a cultural perspective, HO is expected to foster the overall development of the economic society based on the people's most elementary interests (Kluckhohn and Strodtbeck, 1961). Improving quality of life and individuals' well-being is greatly emphasized (Parboteeah et al, 2012).…”

Section: Hypotheses Developmentmentioning

confidence: 99%

Toward the emergence of “humane” entrepreneurial ecosystems. Evidence from different cultural contexts

Canestrino

Magliocca

Ćwiklicki

et al. 2022

JIC

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PurposeAdopting more sustainable and social-oriented perspectives is crucial for the emergence of the so-called humane entrepreneurial ecosystems (HEEs), the last ones supporting the improvement of both economic, environmental and social wealth. Entrepreneurs act as keystone players in each entrepreneurial ecosystem, thus the emergence of Humane Entrepreneurship (HumEnt) is crucial in shaping HEEs. Given the role of culture in affecting HumEnt, the relationships between Humane Orientation (HO) – as defined in the GLOBE project – and the basic components of Humane Entrepreneurship (HumEnt) were, particularly, explored in a selected sample of countries. Both Intellectual Capital (IC) and knowledge management (KM) perspectives were adopted in pursuing the research goal.Design/methodology/approachThe study approaches this by the mean of the Ward method with Euclidean squared distance and the k-means method. The GLOBE project, the Global Entrepreneurship Monitor (GEM), the Environmental Performance Index (EPI) and the International Social Survey Program (ISSP) were used as data sources. Correlations between HO “as is” scores and each components of HumEnt were checked for the world sample (N = 36), as well as for the groups of innovation-driven countries (N = 17) and European countries (N = 14).FindingsResearch results show a conditional confirmation of the developed hypotheses, depending on countries cultural levels of HO, with a moderating role exercised by the economic development on the relationship between culture and HumEnt.Originality/valueGiven the increasing pressure of fundamental societal challenges, such as climate change, poverty and increasing inequality within and between countries intensified by pandemic (UN report, 2021), integrating the more traditional approaches to profit seeking with the more sustainable and human-centric perspective is a priority for both scholars and society at large. Previous researches do not provide explanation about the contextual factors responsible for the emergence of more humane-oriented entrepreneurial ecosystems, especially when referring to culture. This article broadens our understanding about the reason why both HumEntr and HEEs differently arise and develop in different cultural contexts.

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“…One theory of basic human values which has been very influential is Kluckhohn and Strodtbeck (1961). The cultural orientations framework was presented by Kluckhohn and Strodtbeck in their book Variations in Value Orientations (1961).…”

Section: Kluckhohn-strodtbeck Value Orientationmentioning

confidence: 99%

“…• Private: The space around someone belongs to that person and cannot be used by anyone else without permission. Source: Kluckhohn, F. R. & Strodtbeck, F. L. (1961) This research want to finding more about how the two culture interact each other, in this case South Korean nationality is the manager, and Indonesia Nationality as the subordinates, this research will be limited by the dimensions of the cultural framework Kluckhohn and Strodtbeck. The sixth dimension will be used to analyze the leadership style of South Korean managers with South Korean national cultural backgrounds, and how the local community (Indonesian culture) contrast with the leadership of the South Korean culture in Indonesia.…”

Section: Kluckhohn-strodtbeck Value Orientationmentioning

confidence: 99%

Cross-Cultural Study of Korean Leadership in Indonesia By Using Kluckhohn-Strodbeck's Framework

Suharnomo

Risdanti

2018

AMBR

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The purpose of this paper is to investigate how South Korean expatriate manager interact with Indonesian subordinates and what the difference about their culture perspective in Semarang garment enterprises and identify how the difference of culture could affect their ability to manage staff and doing their job normally. A qualitative study was conducted. Triangulation methods are used to examine the validity of research data. The result indicated South Korean manager characteristics with Kluckhohn-Strodtbeck’s dimension. There are contrast differences between South Korean manager with Indonesia employee in perception of time and space, which required adjustments in management practice for better performance results. Keywords: Expatriate Manager, Leadership, National Culture, Organizational Culture

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Variations in Value Orientations

Cited by 58 publications

References 0 publications

Be Careful What You Wish for: Mapping Nordic Cultural Communication Practices & Values in the Management Game of Communication

Be Careful What You Wish for: Mapping Nordic Cultural Communication Practices & Values in the Management Game of Communication

Toward the emergence of “humane” entrepreneurial ecosystems. Evidence from different cultural contexts

Cross-Cultural Study of Korean Leadership in Indonesia By Using Kluckhohn-Strodbeck's Framework

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