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The impact of national culture and economic ideology on managerial work values: a study of the United States, Russia, Japan, and China


Author Info

  • David A Ralston

    (University of Connecticut)

  • David H Holt

    (Lingnan College)

  • Robert H Terpstra

    (University of Macau)

  • Yu Kai-Cheng

    (Dalian University of Technology)

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    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 a theoretical framework for the study, while the Schwartz Value Survey (SVS) was used to operationalize our investigation of managerial work values across these four countries. The findings largely support the crossvergence perspective, 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. Journal of International Business Studies (2008) 39, 8–26. doi:10.1057/palgrave.jibs.8400330

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    Bibliographic Info

    Article provided by Palgrave Macmillan in its journal Journal of International Business Studies.

    Volume (Year): 39 (2008)
    Issue (Month): 1 (January)
    Pages: 8-26

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    Handle: RePEc:pal:jintbs:v:39:y:2008:i:1:p:8-26

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    Postal: Palgrave Macmillan Journals, Subscription Department, Houndmills, Basingstoke, Hampshire RG21 6XS, UK

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    Cited by:
    1. de Jong, Gjalt & Phan, T. Binh & van Ees, Hans, 2011. "Does the meta-environment determine firm performance? Theory and evidence from European multinational enterprises," International Business Review, Elsevier, vol. 20(4), pages 454-465, August.
    2. Engelen, Andreas & Brettel, Malte, 2011. "Assessing cross-cultural marketing theory and research," Journal of Business Research, Elsevier, vol. 64(5), pages 516-523, May.
    3. Jian Zhong & Wing Lam & Ziguang Chen, 2011. "Relationship between leader–member exchange and organizational citizenship behaviors: Examining the moderating role of empowerment," Asia Pacific Journal of Management, Springer, vol. 28(3), pages 609-626, September.
    4. Egri, Carolyn P. & Khilji, Shaista E. & Ralston, David A. & Palmer, Ian & Girson, Ilya & Milton, Laurie & Richards, Malika & Ramburuth, Prem & Mockaitis, Audra, 2012. "Do Anglo countries still form a values cluster? Evidence of the complexity of value change," Journal of World Business, Elsevier, vol. 47(2), pages 267-276.
    5. Ralston, David A. & Egri, Carolyn P. & Riddle, Liesl & Butt, Arif & Dalgic, Tevfik & Brock, David M., 2012. "Managerial values in the greater Middle East: Similarities and differences across seven countries," International Business Review, Elsevier, vol. 21(3), pages 480-492.
    6. Kim, Y. & Gao, F.Y., 2013. "Does family involvement increase business performance? Family-longevity goals’ moderating role in Chinese family firms," Journal of Business Research, Elsevier, vol. 66(2), pages 265-274.
    7. Kobernyuk, Elena & Stiles, David & Ellson, Tony, 2014. "International joint ventures in Russia: Cultures' influences on alliance success," Journal of Business Research, Elsevier, vol. 67(4), pages 471-477.
    8. Paul Lowry & Clay Posey & Tom Roberts & Rebecca Bennett, 2014. "Is Your Banker Leaking Your Personal Information? The Roles of Ethics and Individual-Level Cultural Characteristics in Predicting Organizational Computer Abuse," Journal of Business Ethics, Springer, vol. 121(3), pages 385-401, May.
    9. Baum, Matthias & Kabst, Rüdiger, 2013. "How to attract applicants in the Atlantic versus the Asia-Pacific region? A cross-national analysis on China, India, Germany, and Hungary," Journal of World Business, Elsevier, vol. 48(2), pages 175-185.


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