Differences in Managerial Values: A Study of U.S., Hong Kong and PRC Managers

Ralston, David A.; Gustafson, David J.; Cheung, Fanny M.; Terpstra, Robert H.

doi:10.1057/palgrave.jibs.8490232

Cited by 415 publications

(296 citation statements)

References 61 publications

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“…It should be remembered however that generational changes in culture are likely to be relatively small, not a wholesale switch from one orientation to another. Ralston et al (1993) term this "crossvergence"; a crossover to a limited extent of one culture"s values into another. Therefore, while generational differences in orientation might be expected, younger Omanis would still be expected to appear more Omani than Western in their cultural orientations.…”

Section: Cultural Orientations Of Omani Employeesmentioning

confidence: 99%

Cultural orientations and preferences for HRM policies and practices: the case of Oman

Aycan¹,

Al‐Hamadi²,

Davis³

et al. 2007

The International Journal of Human Resource Management

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This study empirically examines the influence of cultural orientations on employee preferences of human resource management (HRM) policies and practices in Oman. Data were collected from 712 employees working in six large Omani organisations. The findings indicate that there are a number of differences among Omani employees regarding value orientations due especially to age, education and work experience. The findings show a strong orientation towards mastery, harmony, thinking and doing, and a weak orientation towards hierarchy, collectivism, subjugation, and human nature-as-evil. The results demonstrate a clear link between value orientations and preferences for particular HRM policies and practices. Group-oriented HRM practices are preferred by those who scored high on collectivism and being orientations, and those who scored low on thinking and doing orientations. Hierarchy-oriented HRM practices are preferred by those scoring high on hierarchy, subjugation and human nature-as-bad orientations, and those scoring low on thinking and mastery orientations. Finally, preference for loose and informal HRM practices was positively associated with being, and negatively associated with thinking, doing, and harmony orientations. The theoretical and practical implications of these findings are discussed in detail.

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Section: Cultural Orientations Of Omani Employeesmentioning

confidence: 99%

Cultural orientations and preferences for HRM policies and practices: the case of Oman

Aycan¹,

Al‐Hamadi²,

Davis³

et al. 2007

The International Journal of Human Resource Management

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“…Les Chinois privilégient les valeurs collectives. Ralston et al (1993), à partir d'un échantillon de 62 managers américains, 182 managers de Hong-Kong et 82 managers chinois de la République populaire de Chine, ainsi que Ralston et al (1995), sur la base d'un échantil-lon de 82 jeunes cadres chinois à Shanghai, utilisent différents inventaires de valeurs, dont les quatre dimensions de la CVS, pour mesurer des valeurs managériales. Ces recherches concluent que les valeurs managériales en Chine évoluent dans le sens d'un individualisme grandissant, tempérées par la culture chinoise.…”

Section: Mesure Des Valeurs Culturelles Chinoises Par Des Cadres Théounclassified

“…Nos résul-tats montrent clairement que les domaines motivationnels les plus importants pour l'ensemble de nos 1671 répondants sont « la conformité », « la bienveillance » et « la sécurité », dont notamment les valeurs personnelles « sécurité familiale », « honnêteté », « honorant les aînés », « obéissance », Ce positionnement est conforme à celui trouvé par Ralston et al (1997) et Egri et Ralston (2004, qui situent les Chinois sur les dimensions collectivistes, dépassement de soi et conservation. Nous confirmons également les conclusions de zhang et Gelb (1996), qui constatent une tendance collectiviste chez les Chinois, de Ralston et al (1996), qui parlent de la Chine comme étant une société confucéenne et de Ralston (1993) (zhang et Jolibert, 2003;Sun et al, 2004;zhang et al, 2005), notre recherche confirme que les femmes chinoises sont davantage confucéennes, collectivistes et conservatrices que les hommes chinois, qui ont une tendance individualiste plus marquée.…”

Section: Contributions Théoriquesunclassified

Valeurs confucéennes en Chine mesurées par les valeurs personnelles et domaines motivationnels de Schwartz

Schaaper

Zhang²

2013

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Cette recherche identifie les valeurs culturelles confucéennes chinoises par le biais des 45 valeurs personnelles du Schwartz Value Survey. L'enquête empirique se fonde sur six entretiens qualitatifs et une administration de 1674 questionnaires en Chine. Les 45 valeurs personnelles chinoises se positionnent correctement selon la structure théorique de Schwartz. Les valeurs dominantes en Chine sont de nature confucéenne et collectiviste. Puis, les femmes sont davantage confucéennes que les hommes. Enfin, la jeune génération adhère de plus en plus aux valeurs occidentales et individualistes. Au niveau des implications managériales, nous donnons des recommandations en marketing et GRH en Chine.

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“…The present study examined only those linked to Manhardt's original work, however. For example, Ralston and Gustafson (1993) identified a slightly different list of Chinese managerial values that distinguish Chinese managers from their Western counterparts: Confucian work dynamism, human-heartedness, integration, and moral discipline. Nepotism and paternalism also dominate the leadership orientation of most Chinese managers (Bond and Kwang-Hu, 1986;Redding, 1980).…”

Section: Conclusion and Future Researchmentioning

confidence: 99%

Comparative work values among future managers in China and the USA

Parnell

Qing

Chen

et al. 2008

IJCCM

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Abstract:Work values have been identified as critical variables in the career development process. Many of the problems associated with foreign joint ventures in China over the past two decades have been concerned with employee motivation and retention. Given these concerns, it is important to examine how differences between future managers in China and the USA might be changing over the past decade. This paper considers whether or not there are significant differences in work value among management students in US and Chinese business schools. Utilising Manhardt's work values instrument, US business students were found to be concerned more with competence and growth than Chinese business students, but no differences were found along the factors of comfort and security, and status and independence.

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Differences in Managerial Values: A Study of U.S., Hong Kong and PRC Managers

Cited by 415 publications

References 61 publications

Cultural orientations and preferences for HRM policies and practices: the case of Oman

Cultural orientations and preferences for HRM policies and practices: the case of Oman

Valeurs confucéennes en Chine mesurées par les valeurs personnelles et domaines motivationnels de Schwartz

Comparative work values among future managers in China and the USA

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