SVS

"Is the societal-level of analysis sufficient today to understand the values of those in the global workforce? Or are individual-level analyses more appropriate for assessing the influence of values on
ethical behaviors across country workforces? Using multi-level analyses for a 48-society sample, we test the utility of both the societal-level and individual-level dimensions of collectivism and individualism values for predicting ethical behaviors of business professionals. Our values-based behavioral analysis indicates that values at the individual-level make a more significant contribution to explaining variance in ethical behaviors than do values at the societal-level. Implicitly, our findings question the soundness of using societal-level values measures. Implications for international business research are discussed."

How easy is it to increase a firm's market orientation? Is market orientation a deeply rooted attribute of a firm, difficult to change, or can it be increased through employee and/or management training programs or other allocations of resources? Most research to date has studied market orientation through the perceptions of marketing managers, without evaluating whether these values and beliefs were shared throughout the organization. But at the core, a firm's market orientation is the cumulative result of the market-oriented behaviors of its individual employees. And employees' behaviors flow from their attitudes, which in turn flow from their values. In this study, we examine the impact of employees' values on their attitudes toward market orientation via a survey of employee values in three Swiss firms. The survey breaks down market orientation into three separate components—customer orientation, competitor orientation, and interfunctional coordination—because these components might be differently influenced by individual values. The study finds that at the employee level, individual values do influence employees' attitudes toward market orientation. In addition, individual values are shown to affect the three components of market orientation differently. Conservation values (the extent to which individuals are motivated to preserve the status quo) positively affect competitor orientation and interfunctional coordination. Self-transcendent values (the extent to which individuals are motivated to promote the welfare of others) positively affect customer

This article provides current Schwartz Values Survey (SVS) data from samples of business managers and professionals across 50 societies that are culturally and socioeconomically diverse. We report the society scores for SVS values dimensions for both individual- and societal-level analyses. At the individual-level, we report on the ten circumplex values sub-dimensions and two sets of values dimensions (collectivism and individualism; openness to change, conservation, self-enhancement, and self-transcendence). At the societal-level, we report on the values dimensions of embeddedness, hierarchy, mastery, affective autonomy, intellectual autonomy, egalitarianism, and harmony. For each society, we report the Cronbach’s α statistics for each values dimension scale to assess their internal consistency (reliability) as well as report interrater agreement (IRA) analyses to assess the acceptability of using aggregated individual level values scores to represent country values. We also examined whether societal development level is related to systematic variation in the measurement and importance of values. Thus, the contributions of our evaluation of the SVS values dimensions are two-fold. First, we identify the SVS dimensions that have cross-culturally internally reliable structures and within-society agreement for business professionals. Second, we report the society cultural values scores developed from the twenty-first century data that can be used as macro-level predictors in multilevel and single-level international business research.

How easy is it to increase a firm’s market orientation? Is market orientation a deeply rooted attribute of a firm, difficult to change, or can it be increased through employee and/or management training programs or other allocations of resources?
Most research to date has measured market orientation through the perceptions of marketing managers, without evaluating whether these values and beliefs were shared throughout the organization. But at root, a firm’s market orientation is the cumulative result of the market-oriented behaviors of its individual employees. And employees’ behaviors flow from their attitudes, which in turn flow from their values.
In this study, Furrer, Lantz, and Perrinjaquet examine the impact of individual employees’ values on their attitudes toward market orientation via a survey of employee values in three Swiss firms. The survey broke down market orientation into three separate components— customer orientation, competitor orientation, and interfunctional coordination—because recent studies have suggested that these components values.
The study found that at the employee level, individual values do influence individual attitudes toward market orientation. In addition, individual values were shown to affect the three components of market orientation differently. Conservation values (the extent to which individuals are motivated to preserve the status quo) positively affected competitor orientation and interfunctional coordination. Self-transcendent values (the extent to which individuals are motivated to promote the welfare of others) positively affected customer orientation. Individualistic values negatively affected attitudes toward all three components of market orientation.
These findings suggest that managers may be able to increase their firms’ market orientation. First, they can select employees with attitudes favorable to market orientation, based on their individual value profiles. Second, managers can develop trainings to reinforce employees’ favorable attitudes toward market orientation. Finally, managers can develop incentive systems to reward employees’ market-oriented behaviors.

Acest studiu investighează legătura dintre valorile individuale şi sensibilitatea faţă de responsabilitatea etică corporatistă (REC) în cazul studenţilor la facultăţile de business şi la managerii activi. Folosind tipologia de valori creată de Schwartz şi operaţionalizarea responsabilităţii etice corporatiste, după Maignan şi Ferrell, s-au colectat rezultatele unui sondaj pe un eşantion de 122 de studenţi şi 254 de manageri din Elveţia. Rezultatele studiului arată că managerii activi sunt mai reprezentativi pentru valorile colectiviste şi mai sensibili la responsabilitatea etică corporatistă (REC) decât studenţii la facultăţile de business. Se discută implicaţiile pentru educaţia de ordin etic.

This study investigates the relationship between individual values and sensitivity to corporate ethical responsibility (CER) among current business students and practicing managers. Using Schwartz’s values typology and Maignan and Ferrell’s corporate ethical responsibility operationalization, survey data was collected from a sample of 122 students and 254 managers in Switzerland. The results of the study reveal that practicing managers have more collectivistic values and are more sensitive to corporate ethical responsibility (CER) than current business students. Implications for ethics education are discussed.

This article provides current Schwartz Values Survey (SVS) data from samples of business managers and professionals across 50 societies that are culturally and socioeconomically diverse. We report the society scores for SVS values dimensions for both individual- and societal-level analyses. At the individual-level, we report on the ten circumplex values sub-dimensions and two sets of values dimensions (collectivism and individualism; openness to change, conservation, self-enhancement, and self-transcendence). At the societal-level, we report on the values dimensions of embeddedness, hierarchy, mastery, affective autonomy, intellectual autonomy, egalitarianism, and harmony. For each society, we report the Cronbach’s α statistics for each values dimension scale to assess their internal consistency (reliability) as well as report interrater agreement (IRA) analyses to assess the acceptability of using aggregated individual level values scores to represent country values. We also examined whether societal development level is related to systematic variation in the measurement and importance of values. Thus, the contributions of our evaluation of the SVS values dimensions are two-fold. First, we identify the SVS dimensions that have cross-culturally internally reliable structures and within-society agreement for business professionals. Second, we report the society cultural values scores developed from the twenty-first century data that can be used as macro-level predictors in multilevel and single-level international business research.

Is the societal-level of analysis sufficient today to understand the values of those in the global workforce? Or are individual-level analyses more appropriate for assessing the influence of values on ethical behaviors across country workforces? Using multi-level analyses for a 48-society sample, we test the utility of both the societal-level and individual-level dimensions of collectivism and individualism values for predicting ethical behaviors of business professionals. Our values-based behavioral anal-ysis indicates that values at the individual-level make a more significant contribution to explaining variance in

This article provides current Schwartz Values Survey (SVS) data from samples of business managers and professionals across 50 societies that are culturally and socioeconomically diverse. We report the society scores for SVS values dimensions for both individual- and societal-level analyses. At the individual-level, we report on the ten circumplex values sub-dimensions and two sets of values dimensions (collectivism and individualism; openness to change, conservation, self-enhancement, and self-transcendence). At the societal-level, we report on the values dimensions of embeddedness, hierarchy, mastery, affective autonomy, intellectual autonomy, egalitarianism, and harmony. For each society, we report the Cronbach’s α statistics for each values dimension scale to assess their internal consistency (reliability) as well as report interrater agreement (IRA) analyses to assess the acceptability of using aggregated individual level values scores to represent country values. We also examined whether societal development level is related to systematic variation in the measurement and importance of values. Thus, the contributions of our evaluation of the SVS values dimensions are two-fold. First, we identify the SVS dimensions that have cross-culturally internally reliable structures and within-society agreement for business professionals. Second, we report the society cultural values scores developed from the twenty-first century data that can be used as macro-level predictors in multilevel and single-level international business research.