A Cross-National Study of Managerial Values
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GeraldL. Blakely** West VirginiaUniversity
Abstract.This studyinvestigatedcross-nationaldifferencesin managerialvalues.A total of 567 managersfromtwelvenationsparticipated in the study.Managerialvalueswereassessedby meansof Rokeach's ValueSurvey.Factoranalysisof the eighteeninstrumentalvaluesincluded in Rokeach'sValue Survey revealedfour underlyingvalue dimensions.The valuedimensionthat includedthe instrumentalvalues broadminded, capableandcourageouswasrankedas themostimportant valuedimensionby managersfromall twelvenations.Nationaldifferenceswerefoundonthreeof thefourvaluedimensions. As businesshasbecomeincreasinglyglobal,the transferabilityof management theories and practices across national borders and differentcultures has become an increasinglydebatedtopic [Adlerand Jelinek 1986; Black and Porter1991;Cox and Cooper 1985;Hofstede 1993;Laurent1983].Increasingly,researchersand practitionersare concludingthat the exportabilityof managementtheoriesand practicesis determinedby the comparabilityof the culturalvaluesbetweenthe exportingand importingnation. As Erez [1986] noted a decadeago, societalvalues,managerialpracticesand the congruence between the two sets has increasinglybeen shown to influence critical organizationaloutcomes. Duringthepastdecade,a numberof studieshavesupportedErez'scongruence argument.Earley[1989],forexample,foundthatsocialloafingoccurredin an individualisticgroupcomprisedprimarilyof Americansbut not in a collectivistic groupcomprisedprimarilyof Chinese.Morrisand Pavett[1992]found that a Likert[1967]System2 style of managementwas quite productivein
*William J. Bigoness is Professor of Business Administration at the Kenan-Flagler Business School at the University of North Carolina-Chapel Hill. He received his Ph.D. degree in management from Michigan State University. His research interests include human resource management, international management and labor-management relations. **Gerald L. Blakely is Associate Professor of Management at West Virginia University. He received his Ph.D. in management from the University of North Carolina-Chapel Hill. His research interests include organizational behavior and human resource management. We gratefullythankGary D. Gady and TraceyHonycuttSiglerfor theirassistancewith the statistical analysiscontainedin this paper. Received:February1994;Revised:January& September1996;Accepted:September1996. 739
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JOURNAL OF INTERNATIONALBUSINESSSTUDIES, FOURTH QUARTER1996
Mexicowhereasa System3 style of managementwas quiteproductivein the United States.Theyconcludedthat theirfindingsweredue to the congruence between the managementsystems and culturesin the two locations. In a Russiantextile factoryWelsh,Luthansand Sommer[1993]found extrinsic rewardsand behavioralmanagementhad significant,positiveeffectson performance.However,a participativemanagementtechniqueled to a decreasein performance.Again, cultura
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