The impact of personal values on preferences, choices, and behaviors has evoked much interest. Relatively little is known, however, about the processes through which values impact behavior. In this ...conceptual article, we consider both the content and the structural aspects of the relationships between values and behavior. We point to unique features of values that have implications to their relationships with behavior and build on these features to review past research. We then propose a conceptual model that presents three organizing principles: accessibility, interpretation, and control. For each principle, we identify mechanisms through which values and behavior are connected. Some of these mechanisms have been exemplified in past research and are reviewed; others call for future research. Integrating the knowledge on the multiple ways in which values impact behavior deepens our understanding of the complex ways through which cognition is translated into action.
This study examines how directors make decisions that involve shareholders and other stakeholders. Using vignettes derived from seminal court cases, we construct an index of directors 'shareholderism ...as a general orientation on this issue. In a survey of the entire population of directors and CEOs in public corporations in one country, we find that directors' personal values and roles play an important part in their decisions. Directors and CEOs are more pro-shareholder the more they endorse entrepreneurial values—specifically, higher achievement, power, and selfdirection values and lower universalism values. While employee representative directors exhibit a lower baseline level of shareholder orientation, they nonetheless often side with shareholders.
Contemporary business schools are expected to educate their students to embrace ethical and prosocial values. But can business schools rise to this challenge? Comparing a business school to another ...professional school, social work, that encourages prosocial values, we investigated value profiles as reflected in school websites and among their students. The findings show that the business school expresses self-enhancement values (power and achievement) more, and prosocial values (benevolence and universalism) less than the social work school. We further investigated self-selection and socialization as complementary organizational processes that may lead to and sustain the value profile of each school. Our findings show that as early as the first week of studies, freshmen's values are congruent with the value profile of their departments, indicating a value-based self-selection process. To investigate socialization, we compared freshmen and seniors and conducted a yearlong study among freshmen. The findings revealed a small change in students' values throughout their training, providing only some support for value socialization. Altogether, our findings suggest that business schools that are interested in prosocial students should attract and select students that emphasize these values, rather than rely on socialization attempts.
This research investigates how creativity is influenced by externally imposed structure (how structured the task is), internal, cognitively produced, structure (how structured the individuals' ...cognitive style is), and the interaction between these two factors. Reviewing past literature, we find a contradiction. Studies that focused on the situational perspective found that externally imposed structure increases creativity. In contrast, studies that focused on the individual found that systematic (structured) cognitive style decreases creativity. In two empirical studies we investigated this seeming contradiction. We focused on two aspects of externally imposed structure: The construction of the task (Study 1) and the instructions provided (Study 2). The findings of both studies revealed that creativity was higher under structured conditions. We also show that intuitive individuals are more creative than systematic individuals, but mainly under free conditions, where structure is not externally imposed.
We suggest that intentionality attributed to dissenting behavior in intergroup contexts (e.g., exposing one’s country’s secrets) may be conceptualized as benefitting one of four social circles. Two ...social circles exclude the perceiver: (a) the actor him/herself and (b) the outgroup affected by the behavior; and two circles include the perceiver: (c) the ingroup of both the perceiver and the actor and (d) humanity as the ultimate collective including both ingroup and outgroup. We further suggest that adopting different beneficiary attributions depends on the perceivers’ social identity complexity (Roccas & Brewer, 2002), which refers to an individual’s representation of their multiple social identities on a continuum from highly overlapping to highly differentiated (i.e., simple vs. complex social identity). Perceivers are more likely to attribute dissent behavior to social circles that exclude (rather than include) themselves the simpler their social identity; such exclusive attributions lead to harsher moral judgements, expressed as punitiveness.
The authors relate Big Five personality traits to basic values in a sample of 246 students. As hypothesized, Agreeableness correlates most positively with benevolence and tradition values, Openness ...with self-direction and universalism values, Extroversion with achievement and stimulation values, and Conscientiousness with achievement and conformity values. Correlations of values with facets of the five factors reveal nuances of the facets and clarify ambiguities in the meanings of the factors. Values and personality traits exhibit different patterns of correlation with religiosity and positive affect. Findings support the idea that the influence of values on behavior depends more on cognitive control than does the influence of traits.
Successful implementation of an antimicrobial stewardship program (ASP) depends on staff members' response to it. We introduced at the Hadassah Medical Center in Israel a significant change to our ...long-standing handshake ASP. As before, the new ASP involved a dialogue between the treating physician and the infectious disease physician over the appropriate antibiotic therapy. The main change was that the infectious disease physician's decision was now integrated into the patient's electronic medical record (EMR). Our purpose in this study was to uncover the concerns and expectations of physicians and nurses towards the new ASP, before and after its implementation, and link these with their basic perceptions of the ASP and their personal values.
We used open-ended questions and Likert-type scales to study staff members' personal values, basic perceptions of the new system, and attitudes towards it, both before (N = 143), and one year after (N = 103) the system's implementation. Relationships of the system's perceptions and personal values with attitudes toward the system were tested using correlations and multiple regression analyses.
Prior to its implementation, physicians and nurses had multiple concerns about the new ASP's demandingness and inefficiency and its threat to physicians' autonomy and expertise. They also had positive expectations for benefits to the hospital, the patients and society. A year later, following the system's implementation, concerns dissipated, whereas the perceived benefits remained. Moreover, staff members' attitudes tended to be more positive among those who value conformity.
Introducing new ASPs is a challenging process. Our findings suggest that hospital staff's initial concerns about the new ASP were primarily about its ease of use and demandingness. These concerns, which diminished over time, were linked with perceived satisfaction with the system. Conformity values had an indirect effect in predicting satisfaction with the system, mediated by perceptions of the system as straightforward.
This research investigates how the cultural mindset influences problem-solving. Drawing on the notion that cultural mindset influences the cognitive process individuals bring to bear at the moment of ...judgment, we propose that the congruency between the cultural mindset (individualistic vs. collectivistic) and problem type (rule-based vs. context-based) affects success in problem-solving. In 7 studies we incorporated the traditional approach to studying the impact of culture (i.e., comparing cultural groups) with contemporary approaches viewing cultural differences in a more dynamic and malleable manner. We first show that members of an individualistic group (Jewish Americans) perform better on rule-based problems, whereas members of collectivistic groups (ultra-Orthodox Jews and Arabs from Israel) perform better on context-based problems (Study 1). We then study Arabs in Israel using language (Arabic vs. Hebrew) to prime their collectivistic versus individualistic mindsets (Study 2). As hypothesized, among biculturals (those who internalize both cultures) Arabic facilitated solving context-based problems, whereas Hebrew facilitated solving rule-based problems. We follow up with 5 experiments priming the cultural mindset of individualism versus collectivism, employing various manifestations of the cultural dimension: focusing on the individual versus the collective (Studies 3, 6, and 7); experiencing independence versus interdependence (Study 4); and directing attention to objects versus the context (Studies 5a-b). Finally, we took a meta-analytic approach, showing that the effects found in Studies 3-6 are robust across priming tasks, problems, and samples. Taken together, the differences between cultural groups (Studies 1-2) were recreated when the individualistic/collectivistic cultural mindset was primed.
This paper reviews and integrates past research on personal values in work organisations, seeking to portray the role personal values play in shaping the choices and behaviour of individuals in work ...settings. We start by addressing the role of values in the occupational choice people make. We then review research on the relationships of personal values to a variety of behaviours at work. We continue with discussing the multiple paths through which managers’ values affect organisations and their members. In the last section, we address the interplay between organisational levels, and discuss the congruency between personal and organisational values and its implications for organisations and their employees. Together, the research reviewed indicates how the broadness and stability of values make them an important predictor of behaviour at various levels of the organisation. We end by discussing directions for future research on values in organisations.
Personal Values Across Cultures Sagiv, Lilach; Schwartz, Shalom H
Annual review of psychology,
01/2022, Letnik:
73, Številka:
1
Journal Article
Recenzirano
Values play an outsized role in the visions, critiques, and discussions of politics, religion, education, and family life. Despite all the attention values receive in everyday discourse, their ...systematic study took hold in mainstream psychology only in the 1990s. This review discusses the nature of values and presents the main contemporary value theories, focusing on the theory of basic personal values. We review evidence for the content and the structure of conflict and compatibility among values found across cultures. We discuss the assumptions underlying the many instruments developed to measure values. We then consider the origins of value priorities and their stability or change over time. The remainder of the review presents the evidence for the ways personal values relate to personality traits and subjective well-being and the implications of value differences for religiosity, prejudice, pro- and antisocial behavior, political and environmental behavior, and creativity, concluding with a discussion of mechanisms that link values to behavior.
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