A cross-cultural investigation of the shared values relationship
Data from managers in Australia (N=505) and Hong Kong (N=653) support the findings of studies using American managers and their companies that shared values, or person-organization values fit, is strongly related to positive work attitudes. This relationship is unaffected by culture, as two-way anal...
| Authors: | ; |
|---|---|
| Format: | Electronic Article |
| Language: | English |
| Check availability: | HBZ Gateway |
| Interlibrary Loan: | Interlibrary Loan for the Fachinformationsdienste (Specialized Information Services in Germany) |
| Published: |
1995
|
| In: |
International journal of value-based management
Year: 1995, Volume: 8, Issue: 3, Pages: 197-206 |
| Further subjects: | B
managerial values
B comparative management B Organizational Culture |
| Online Access: |
Volltext (lizenzpflichtig) |
| Summary: | Data from managers in Australia (N=505) and Hong Kong (N=653) support the findings of studies using American managers and their companies that shared values, or person-organization values fit, is strongly related to positive work attitudes. This relationship is unaffected by culture, as two-way analysis of variance reveals no interaction effect between shared values and country. Managerial implications are discussed. |
|---|---|
| ISSN: | 1572-8528 |
| Contains: | Enthalten in: International journal of value-based management
|
| Persistent identifiers: | DOI: 10.1007/BF00942835 |
