No abstract

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.

No abstract

Purpose The purpose of this paper is to examine the influence of managerial cultural values and the contextual environment (country of origin and country of operation) on corporate social responsibility (CSR) investments in three Asian countries. Design/methodology/approach A total of 150 questionnaires were collected from 150 companies located in Taiwan, Malaysia and Singapore. The potential influence of ethnicity on cultural values was controlled by collecting data from ethnic Chinese managers. Findings The results show that senior managers, especially their cultural values, play a crucial role in directing Asian companies’ CSR investments. In addition, the context (a firm’s country of origin and country of operation) also differentiates the cultural values and CSR investments in these three countries. Originality/value The study adds to the understanding of the influence of managerial cultural values and context on various aspects of CSR. Especially, the study offers valuable managerial implications for CSR implementation from the Chinese management perspective. Considering the fast global expansion of Chinese companies, the results concerning how Chinese managers’ cultural values influence their CSR investments priority offer valuable managerial implications. The comparisons of cultural values and CSR investments priority among ethnic Chinese managers in different contextual environments also serve as good starting points for future studies.

PurposeThe main purpose of this study is to explain a firm's global initiatives from the intellectual capital (IC) perspective.Design/methodology/approachThis study presents empirical evidence on the relationships among intellectual capital, business environment, and global initiatives using a sample of firms located in Taiwan but competing in the global market. Altogether 168 companies took part in the study.FindingsThe findings have confirmed that intellectual capital is positively associated with a firm's global initiatives. There is also moderating effect of the business environment on the relationship between intellectual capital and global initiatives. The important role of intellectual capital is highlighted for firms intending to compete in the international arena. The importance of human capital (top management teams' visionary leadership) also increases as the environment becomes more dynamic.Originality/valueThe dimensions and measures provided by this study might serve as a starting point for further studies on the management of intellectual capital in the international context. With a longitudinal study design and large‐scale questionnaire survey, the study might enrich the existing literature by identifying the intellectual capital‐global initiatives relationship and exploring the moderating effect of the environment on the intellectual capital‐global initiatives relationship. The study might further contribute to the literature by focusing on Taiwan rather than a developed Western economy as employed in related work.