Article
Journal of International Business Studies (1997) 28, 177–207; doi:10.1057/palgrave.jibs.8490097
The Impact of Natural Culture and Economic Ideology on Managerial Work Values: A Study of the United States, Russia, Japan, and China
The authors wish to thank Pamela Perrew
. Sharon Foley. Sharon Segrest, and the anonymous reviewers for their helpful comments on an earlier draft of this paper. A prior version of this paper was presented at the 1995 Academy of Management Meetings. Vancouver and included in the Best Papers Proceedings of that conference.
David A. Ralston1,*, David H. Holt2,**, Robert H. Terpstra3,*** and Yu Kai-cheng4,****
- 1University of Connecticut
- 2Lingnan College
- 3University of Macau
- 4Dalian University of Technology
*David A. Ralston is a member of the Management Department at the University of Connecticut and a Project Director at the UConn CIBER Center.
**David H. Holt is a member of the Management Department at Lingnan College in Hong Kong.
***Robert H. Terpstra is Department Chair of the Finance Department at the University of Macau, Macau.
****Yu Kai-cheng is a member of the Management Department and Dean of the Business School at Dalian University of Technology, Dalian, PRC.
Received June 1995; Revised September 1996; Accepted December 1996.
Abstract
This study assesses the impact of economic ideology and national culture on the individual work values of managers in the United States, Russia, Japan, and China. The convergence-divergence-crossvergence (CDC) framework was used as theoretical framework for the study, while the Schwartz Value Survey (SVS) was used to operationalize over investigation of managerial work values across these four countries. The findings largely support the crossvergence prospective, while also confirming the role of national culture. Implications from the findings are drawn for the convergence-divergence-crossvergence of values, as well as for the feasibility of multidomestic or global strategies for a corporate culture.
