Abstract
In this study of convergence/divergence of managerial values, four Western-developed measures (Machiavellianism, locus of control, intolerance of ambiguity and dogmatism) and the four dimensions of the Eastern-developed Chinese Value Survey (Confucian dynamism, human-heartedness, integration, and moral discipline) were the measures used. The findings indicate that often times both culture and the business environment interact to create a unique set of managerial values in a country.
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*David A. Ralston is Associate Professor of Management at the University of Connecticut. His research interests include cross-cultural managerial issues and upward influence strategies.
**David J. Gustafson is a doctoral student in psychology at Florida State University. His research interests include stress, cross-cultural values, and influence processes.
***Fanny M. Cheung is Reader in Psychology and Coordinator of the Gender Research Programme at the Chinese University of Hong Kong. Her research interests include psychological assessment and women's issues in the Chinese culture context.
****Robert H. Terpstra is Senior Lecturer in Finance and Director of Research Development for the Asia Pacific Institute of Business at the Chinese University of Hong Kong. His research interests include the influence of culture on risk-taking and decision making behavior.
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Ralston, D., Gustafson, D., Cheung, F. et al. Differences in Managerial Values: A Study of U.S., Hong Kong and PRC Managers. J Int Bus Stud 24, 249–275 (1993). https://doi.org/10.1057/palgrave.jibs.8490232
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DOI: https://doi.org/10.1057/palgrave.jibs.8490232