A Twenty-First Century Assessment of Values Across the Global Workforce

Abstract

This article provides current Schwartz Values Survey (SVS) data from samples of business managers and professionals across 50 societies that are culturally and socioeconomically diverse. We report the society scores for SVS values dimensions for both individual-and societallevel analyses. At the individual-level, we report on the ten circumplex values sub-dimensions and two sets of values dimensions (collectivism and individualism; openness to change, conservation, self-enhancement, and self-transcendence). At the societal-level, we report on the values dimensions of embeddedness, hierarchy, mastery, affective autonomy, intellectual autonomy, egalitarianism, and

‘Fit’ for telework’? Cross-cultural variance and task-control explanations in organizations’ formal telework practices

“…In the present study, we employ the instrument developed by Ralston et al (2011) on the basis of Schwartz' Value Survey (SVS), which provides a theoretically grounded measure to cross-culturally assess cultural values. Schwartz refers to values as conceptions of what is desirable, which guide how social actors choose actions, evaluate people and events, and explain these.…”

“…The SVS framework comprises 10 individual value sub-dimensions: power, achievement, hedonism, stimulation, self-direction, universalism, benevolence, tradition, conformity, and security (Ralston et al, 2011). In the classification used in this study, individual value sub-dimensions are clustered in a set of higher order individual-level value dimensions representing: (1) individualism (power, achievement, hedonism, stimulation, and self-direction) and (2) collectivism (benevolence, tradition, and conformity) (see Ralston et al, 2011). According to Schwartz, a single scale for individualism versus collectivism cannot capture the absence of either, which is distinct from being intermediate.…”

“…Teleworking organizations in nations characterized by these values may introduce or re-invent traditions, such as regular formal or informal face-to-face meetings needed to invest in building trust relationships. Such 'traditional' modes of work behavior may symbolize group solidarity and express its unique worth (cf., Ralston et al, 2011). Third, employees valuing conformity may be expected not to violate social expectations and norms and not to disrupt work processes.…”

“…More specifically, employing multinomial logistic regression analysis of multilevel data, including 1577 organizations within 18 nations, we analyze whether both building on strong national values ('individualism' and 'collectivism') (Ralston et al, 2011;Schwartz, 1992Schwartz, , 1994Schwartz, , 1999Schwartz, , 2006 and employing (alternative) direct or indirect task control mechanisms (Hales, 1993) can explain the level of telework practices in organizations (cf., Daniels et al, 2001). Providing insight into the external and internal conditions for telework may help stakeholders across the globe to gain from the smart sides of telework and to avoid the dark sides.…”

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

“…Having concentration of authority in organizations mostly in hands of managers in Austria reflects Austrian cultural orientation toward having power and authority over others and events (Ralston et al, 2011). High importance of authority for managers is reflected also in more centralized management behavior and consequently organization.…”