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Stability and Change in Managerial Work Values: A Longitudinal Study of China, Hong Kong, and the U.S.

Part of: Cross Cultural Collection

Published online by Cambridge University Press:  02 February 2015

David A. Ralston ,
James Pounder ,
Carlos W. H. Lo ,
Yim-Yu Wong ,
Carolyn P. Egri  and
Joseph Stauffer
Translated by
卢永将  and
黄艳瑜
David A. Ralston
Affiliation:
University of Oklahoma, USA
James Pounder
Affiliation:
Higher Colleges of Technology, United Arab Emirates
Carlos W. H. Lo
Affiliation:
Hong Kong Polytechnic University, Hong Kong (SAR)
Yim-Yu Wong
Affiliation:
San Francisco State University, USA
Carolyn P. Egri
Affiliation:
Simon Fraser University, Canada
Joseph Stauffer
Affiliation:
Texas A&M, USA
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Abstract

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This study presents a 12-year (1989-2001) longitudinal comparison of managerial values systems in China, Hong Kong, and the U.S. Using hierarchical cluster analysis, we test the validity of the three competing perspectives - convergence, divergence, and crossvergence - on values system evolution in these three societies. We use the sociocultural influence and business ideology influence typology as the foundation for developing our hypotheses. Additionally, we assess the contribution of the specific values within the values system to the overall system values findings. Our data most strongly support the multicultural crossvergence perspective. During a time period of stability in the U.S. and substantial change in both Hong Kong and China, the values of Hong Kong and China became more similar, while the values of these two Greater China societies became more different from those of the U.S.

摘要

摘要

本研究纵向比较了中国、香港、及美国管理价值观在过去12年间（1989-2001)的变化。通过层次集群分析法，作者比较了关于三种价值观演变的不同理论观点一汇流、分流和交错汇流。以在社会文化影响和商业意识形态影响基础上发展出的类型模式为基础，文章发展出了关于价值观演变的理论假设。此外，作者评估了价值观系统内特定价值观对整体系统价值研究结果的贡献。本文发现多元文化交错汇流的观点得到了数据的强烈支持。在美国经历了一段时期的稳定及香港和中国经过重大变动后，香港和中国的价值观变得更为相近，而这两种大中华社会的价值观与美国的价值观则变得更为相异。

Keywords

中国香港美国价值系统长期追踪数据

Information

Type
Articles
Information
Management and Organization Review , Volume 2 , Issue 1 , March 2006 , pp. 67 - 94
Copyright
Copyright © International Association for Chinese Management Research 2006

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