The Persistence of Culture as a Determinant of Differentiated Attitudes on the Part of American Managers of Japanese Ancestry.

Isolating Cultural and National Influence on Value and Ethics: A Test of Competing Hypotheses

“…Previous studies of cross-cultural management have not been able to agree on the relationship between culture and management practices (Ralston et al, 1993). Whereas some scholars have argued persuasively that individuals exposed to Western business practices will eventually adopt Western values and ethics (e.g., Eisenstadt, 1973), others have insisted that culture exerts a ''collective mental programming'' influence that ensures that businesses will continue to be influenced by national values and ethics, despite the impact of modernization (e.g., Kelley and Reeser, 1973). For example, Hoivik (2007) finds that local Chinese managers' perceptions of Western management instruments are shaped to a great extent by tacit Chinese cultural norms, and that Western management systems and tools such as codes of ethics and performance evaluation systems do not necessarily function equally well in a Chinese environment because they fail to ''read'' and adapt to Chinese culture.…”

Generational Shifts in Managerial Values and the Coming of a Unified Business Culture: A Cross-National Analysis Using European Social Survey Data

“…Values are thus widely researched, mostly in psychology, but also in organization research (see, for instance, England 1967 andKelly andReeser 1973 for early work). Values are evaluative and direct individuals to select between alternative courses of action.…”

Generational Shifts in Managerial Values and the Coming of a Global Business Culture

“…As such, values are widely researched, mostly in psychology, but also in management (see, for instance, England, 1967 andKelly &Reeser, 1973 for early work). There are many different definitions of values (Rohan, 2000).…”