Maznevski (1988–2000). Table 6.6 displays the adapted value orientations.
Maznevski and DiStefano (1995) developed a questionnaire to measure varia-
tions of the first five cultural orientations. The questionnaire was tested in
Canada, Hong Kong, Mexico, the Netherlands, Taiwan and the USA.
Respondents were practicing business people or business students with work-
ing experience. Using the questionnaire, it was possible to determine what
respondents’ strongest preference, second preference and third preference for a
variation were. These preferences are presented with potential implications for
international management and provided new insights into current interna-
tional management issues (Maznevski et al., 2002).
Value orientationsThe selection of items used to measure five of the six orientations (Table 6.7)
presents beliefs associated with each variation. Maznevski and her co-authors
define the variations of Activity as doing, being and thinking. In a doing mode,
people tend to think that individuals ought to work actively and continually
to achieve tangible outcomes. People might be judged on what they have
achieved. In contrast, a being-oriented society praises spontaneity. In the
thinking variation, people ought to be reflective, ‘to think through carefully
and thoroughly’ before acting. Illustrations of these modes of activity might be
seen for example in some environments where companies value hard work and
sacrifice, while in other business environments companies value quality of
work conditions and the wellbeing of their employees.
Culture in Management 157Value orientations and their range of variation, from Lane, DiStefano and Maznevski
Orientation or issue Variations
Activity Doing Being Thinking/
Controlling
Relationship Individual Group Hierarchical
Human Nature Good Evil Changeable
Environment Mastery Harmony Subjugation
(Relation to
nature and to
life and work,
in general)
Time Orientation Past Present Future
Space Public Private Mixed
Source:Adapted from Lane, DiStefano and Maznevski, 2000: 48.
TABLE 6.6