Assignment #1

Chapter 4: Identifying Your Individual, Group, and Cultural

Values

Dear Students,

I would like to provide you with guidelines and expectations for

forming a group consisting of 7-10 members to answer the chapter
challenge for Chapter 4. The objective of this challenge is to address
three major learning outcomes, along with their respective sub-
topics:

1. Describe the benefits of understanding values:

 Define individual values and explain how they inform our
attitudes and behaviors.
 Identify individuals’ value content and value strength and the
role of value conflict.
 Explain why consistent espoused and enacted values are
important.

2. Identify how others' values differ from yours:

 Define group values and describe how they relate to different
in-group biases.
 Identify the different types of deep- and surface-level
diversity.

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  Explain the costs and benefits of diversity in individuals,
teams, and organizations.

3. Recognize cultural influences on values:

 Define culture and explain how it differs under various
contexts.
 Identify how Hofstede’s cultural dimensions can differ across
the globe.
 Explain why cultural differences are important and can
influence the workplace.
When compiling your answer, I strongly encourage you to refer to
the articles, books, and links provided under each learning
outcome. Additionally, you are welcome to incorporate other
relevant sources, ensuring proper citation and a comprehensive
bibliographic section at the end of your report.

This assignment carries a weightage of 20-25%, reflecting its

significance in assessing your understanding of the subject matter.
Therefore, it is expected that you showcase a deep understanding
and provide well-researched responses. The deadline for
submission is January 1, 2024, and the modality of submission is in
soft copy format.

To ensure a smooth submission process, each group leader should

send both the PDF and Word versions of the report to their
respective class representatives. Please use the group leader's name
and section as the file name for the group report.

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Furthermore, each section class representative is responsible for
compiling the work of their classmates into one zipped folder and
sending it to the course instructor via the instructor's Telegram
account. Please make sure to strictly adhere to the specified
deadline for this assignment.

I sincerely appreciate your commitment and effort in completing

this chapter challenge. Should you have any questions or require
further clarification, please do not hesitate to reach out to me.

Best regards,

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References provided
What Are Values?
LO, 4.1 describe the benefits of understanding values.

 Anat Bardi and Shalom H. Schwartz, “Values and Behavior: Strength and Structure of
Relations,” Personality & Social Psychology Bulletin 29:10 (2003): 1207–20.
 Shalom H. Schwartz, “Universals in the Content and Structure of Values: Theoretical
Advances and Empirical Tests in 20 Countries,” in M. Azzna (ed.), Advances in
Experimental Social Psychology (Boston, MA: Academic Press, 1992).
 Milton Rokeach, The Nature of Human Values (New York: The Free Press, 1973).
 Fons Trompenaars and Charles Hampden-Turner, Riding the Waves of Culture, 2nd ed.
(New York: McGraw-Hill, 1998).
 Anat Bardi and Shalom H. Schwartz, “Values and Behavior: Strength and Structure of
Relations,” Personality & Social Psychology Bulletin 29:10 (2003): 1207–20.
 Bruce M. Meglino and Elizabeth C. Ravlin, “Individual Values in Organizations:
Concepts, Controversies, and Research,” Journal of Management 24:3 (1998): 351–89.
 Shalom H. Schwartz, "An Overview of the Schwartz Theory of Basic Values," Online
Readings in Psychology and Culture 2:1, https://doi.org/10.9707/2307-0919.1116.
 Shalom H. Schwartz, “Are There Universal Aspects in the Structure and Contents of
Human Values?,” Journal of Social Issues 50:4 (1994): 19–45.

Why Do Values Matter?

 Milton Rokeach, The Nature of Human Values (New York: The Free Press, 1973).
 Jennifer M. George and Gareth R. Jones, “Experiencing Work: Values, Attitudes, and
Moods,” Human Relations 50:4 (1997): 393–416.
 Taciano L. Milfont, John Duckitt, and Claire Wagner, “A Cross‐Cultural Test of the
Value–Attitude–Behavior Hierarchy,” Journal of Applied Social Psychology 40:11
(2010): 2791–2813.
 Tony Simons, “Behavioral Integrity: The Perceived Alignment Between Managers’
Words and Deeds as a Research Focus,” Organization Science 13:1 (2002): 18–35.

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  Leon Windscheid, Lynn Bowes-Sperry, Deborah L. Kidder, Ho Kwan Cheung, Michèle
Morner, and Filip Lievens, “Actions Speak Louder Than Words: Outsiders’ Perceptions
of Diversity Mixed Messages,” Journal of Applied Psychology 101:9 (2016): 1329–41.

What Are Group Values?

LO 4.2 Identify how others’ values differ from you

 Blake E. Ashforth and Fred Mael, “Social Identity Theory and the
Organization,” Academy of Management Review 14:1 (1989): 20–39.
 Maria Ros, Shalom H. Schwartz, and Shoshana Surkiss, “Basic Individual Values, Work
Values, and the Meaning of Work,” Applied Psychology: An International Review 48:1
(1999): 49–71.
 Shalom H. Schwartz, “A Theory of Cultural Values and Some Implications for
Work,” Applied Psychology: An International Review 48:1 (1999): 23–47.
 Shalom H. Schwartz, “A Theory of Cultural Values and Some Implications for
Work,” Applied Psychology: An International Review 48:1 (1999): 23–47.
 David Raden, “Ingroup Bias, Classic Ethnocentrism, and Non-ethnocentrism Among
American Whites,” Political Psychology 24:4 (2003): 803–28.
 B. Ann Bettencourt, Kelly Charlton, Nancy Dorr, and Deborah L. Hume, “Status
Differences and In-Group Bias: A Meta-analytic Examination of the Effects of Status
Stability, Status Legitimacy, and Group Permeability,” Psychological Bulletin 127:4
(2001): 520–42.
 Laurie A. Rudman and Stephanie A Goodwin, “Gender Differences in Automatic In-
Group Bias: Why Do Women Like Women More than Men Like Men?,”Journal of
Personality and Social Psychology 87:4 (2004): 494–509.
 William Graham Sumner, Folkways (Boston: Ginn, 1906).
 Anthony G. Greenwald and Mahzarin R. Banaji, "Implicit Social Cognition: Attitudes,
Self-Esteem, and Stereotypes," Psychological Review 1021 (1995): 4.
 J. T. Jost, L. A. Rudman, I. V. Blair, D. R. Carney, N. Dasgupta, J. Glaser, and C. D.
Hardin, “The Existence of Implicit Bias Is Beyond Reasonable Doubt: A Refutation of
Ideological and Methodological Objections and Executive Summary of Ten Studies That
No Manager Should Ignore,” Research in Organizational Behavior 29 (2009): 39–69.

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  Anthony G. Greenwald, Debbie E. McGhee, and Jordan L. K. Schwartz, "Measuring
Individual Differences in Implicit Cognition: The Implicit Association Test," Journal of
Personality and Social Psychology 74, no. 6 (1998): 1464.

Why Else Do Group Values Matter in the Workplace?

 Frances J. Milliken and Luis L. Martins, “Searching for Common Threads:

Understanding the Multiple Effects of Diversity in Organizational Groups,” Academy of
Management Review 21:2 (1996): 402–33.
 David A. Harrison, Kenneth H. Price, Myrtle P. Bell, "Beyond Relational Demography:
Time and Effects of Surface- and Deep-Level Diversity on Work Group
Cohesion," Academy of Management Journal 41:1 (1998): 96–107.
 Katherine W. Phillips and Denise Lewin Loyd, “When Surface and Deep-Level Diversity
Collide: The Effects on Dissenting Group Members,” Organizational Behavior and
Human Decision Processes 99 (2006): 143–60.
 Q. M. Roberson, “Disentangling the Meanings of Diversity and Inclusion in
Organizations,” Group & Organization Management 31, no. 2 (2006): 212–36.
 Daisuke Wakabayashi, “Google Is Trying Too Hard (Or Not Hard Enough) to
Diversify,” The New York Times, March 9, 2018,
https://www.nytimes.com/2018/03/09/technology/google-diversity-lawsuits.html.

How Are Cultures Different?

LO 4.3 Recognize cultural influences on values.

 Fons Trompenaars and Charles Hampden-Turner, Riding the Waves of Culture, 2nd ed.
(New York: McGraw-Hill, 1998).

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  Alfred L. Kroeber and Clyde Kluckhohn, “Culture: A Critical Review of Concepts and
Definitions,” Peabody Museum of Archaeology and Ethnology Papers 47:1 (1952).
Hofstede's Cultural Dimensions

 Sjoerd Beugelsdijk, Tatiana Kostova, and Kendall Roth, “An Overview of Hofstede-
Inspired Country-Level Culture Research in International Business Since 2006,” Journal
of International Business Studies 48 (2017): 30–47; for an additional review of Hofstede-
inspired work, see: Bradley L. Kirkman, Kevin B. Lowe, and Cristina B. Gibson, “A
Retrospective on Culture’s Consequences: The 35-Year Journey,” Journal of
International Business Studies 48 (2017): 12–29.
 Geert Hofstede, Culture’s Consequences, 2nd ed. (Thousand Oaks, CA: Sage, 2001).
 Karen Kniep Blanton and John E. Barbuto, Jr., "Cultural Constraints in the Workplace:
An Experiential Exercise Utilizing Hofstede's Dimensions," Journal of Management
Education 29:4 (2005): 654–66.
 Steven L. McShane and Mary Ann Von Glinow, Organizational Behavior: Emerging
Knowledge and Practice for the Real World (New York: McGraw-Hill/Irwin, 2005).
 Geert Hofstede, "Dimensionalizing Cultures: The Hofstede Model in Context," Online
Readings in Psychology and Culture 2:1 (2011),
https://scholarworks.gvsu.edu/orpc/vol2/iss1/8/?
&sa=U&ei=9owuVLrgCIfXaqzngIgJ&ved=0CEsQFjAJ&usg=AFQjCNFBrStE0AJaAV
PLrpU8s-lDqibYvw.
 Rikard Larsson and Michael Lubatkin, “Achieving Acculturation in Mergers and
Acquisitions,” Human Relations 54:12 (2001): 1573–607.
 Luo Lu, “‘Cultural Fit’: Individual and Societal Discrepancies in Values, Beliefs, and
Subjective Well-Being,” Journal of Social Psychology 146:2 (2006): 203–21.
 Betty R. Kupperschmidt, “Multigeneration Employees: Strategies for Effective
Management,” The Health Care Manager 19 (2000): 65–76.

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