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In this response, we address the thoughtful commentaries by Chen and Tsui, and Erez and highlight three overarching themes emerging from their contributions. First, we address the challenge of balancing complexity and parsimony in our model of values, HRM practices and fit in cross-cultural contexts. Second, we provide further explanations of the linkages between societal and organizational values. Third, we address the question of whether culture and climate should be treated as separate constructs in the model. In doing so, we hope to stimulate future progress in multi-level and cross-cultural perspectives of HRM and fit.

This chapter discusses the strengths and challenges posed by the chapter by Aumann and Ostroff entitled, “Multi-Level Fit: An Integrative Framework for Understanding HRM Practices in Cross-Cultural Contexts.” In addition, this chapter proposes an alternative multi-level model of culture, which consists of structural and dynamic dimensions with culture's strength as a moderator of the top-down bottom-up dynamic processes. This model assumes that there is a fit between the value system and the HRM practices, as they represent two layers of culture – visible and less visible. Yet, the fit can be interrupted when HRM practices are transferred across cultures. The chapter further discusses when HRM practices are rejected and when they are accepted despite the misfit.

This study investigates the values of teenagers and their parents, and the influence parents have on the values of their children. Values are categorized into terminal and instrumental values. Different from previous works on values, the measurement of both these values is based on al‐Ghazali’s works in line with Islamic ethics. In addition, this study also determines the “oughtness” of both categories of values. The results reveal that overall, both teenagers and parents had good instrumental and terminal values. However, there were differences in the terminal values of teenagers and parents across ethnic groups. The analysis also shows that teenagers shared similar terminal and instrumental values as their parents, implying that parents had a significant influence on the development of their children’s values. Thus parents play an important role in transmitting good values to their children in resisting negative influences.

The purpose of this paper is to generate knowledge to understand individuals migrating from a non‐Western to a Western country and fill the gap of their attitude and behavior.

The data from the European Social Survey measure basic human values with a new 21‐item instrument and are utilized for analysis. The quantitative research approach analysis measures immigrants' individual values in two directions: immigrants' value differences with the home country (Turkey) and immigrants' value similarities with the host country (Germany and The Netherlands). Second, effects of value priorities on media usage are measured.

The author found that there was a change of immigrants' values priorities, whereas two value dimensions remain equal to the home and two value priorities change towards the host, such as conservation and self‐transcendence and openness‐to‐change and self‐enhancement, respectively. The effects of value priorities on media usage showed that value orientation plays a role and effects innovativeness.

This study was limited to only one group of immigrants, namely the Turkish immigrants representing the largest group in Germany and The Netherlands.

Immigrants are a growing group in Western European society and a large new group of consumers. If manufacturers want to target this group, a better understanding of their values is a first requirement. So far, no substantial empirical research has taken a broader focus and merges the perspectives of immigrants' individual values. There is a lack of research regarding how non‐Western immigrant values change and consequently affect the behavior in Western Europe. Furthermore, no existing study compares the influence of the outcomes on attitude and behavior.

This article aims to present a novel, powerful and proven alternative for the flawed way in which firms traditionally state “company values”.

An analysis was made of the value statements of the 100 largest Fortune Global 500 firms. A literature search on company values was conducted. The authors’ field experience with the use of company values was applied.

A majority of large global companies have stated company values. There is abundant pundits’ advice on how to define, embed and live by company values. Nevertheless, stated company values generally have no impact on performance; worse, they may blow up in managers’ faces, with accusations of hypocrisy. The novel approach overcomes these shortcomings. First, it removes unnegotiable qualities, consigning these to the company’s code of conduct. Second, it no longer states a value as a singular point of perfection but as a position of a cursor on a scale.

This approach looks at a value as a capability, that is, a resource that requires investment and development, one that helps the company to be more effective than its competitors and that its competitors would find hard to imitate readily.

This approach looks at a value as a capability, that is, a resource that requires investment and development, one that helps the company to be more effective than its competitors and that its competitors would find hard to imitate readily.

The article is of value to practicing managers. The approach helps the firm to distinguish itself from competitors in a positive and hard-to-imitate way. It stimulates productive open conversations between the firm’s managers and employees. It leads to statements that both reveal and reinforce the firm’s desired culture.

This paper aims to offer a solution to the dilemma of board members using their personal values to drive decision-making and strategy. Board members are asked to discuss the collective values at the onset of strategy planning.

Six questions, developed over a 15-year period of working in the area of strategy and governance, unite research on values in organizations, and provide a guide for arriving at a set of agreed-upon values for decision-making.

Two examples from practice showcase how agreeing on values before beginning the strategy process has assisted boards with better decision-making.

The questions and process are meant to be a reflective tool for board members to consider when discussing values and decision-making rather than predicting behaviour or explaining outcomes. The process is most effective for boards whose culture supports a desire for improvement and therefore a willingness to experiment with new processes. The process can be enhanced by using an external facilitator having the ability to extrapolate meaning as the discussion unfolds.

This work empowers board members to be more effective in assessing strategic options and in communicating the inner logic and meaning of the strategy throughout the organization and to the external stakeholders.

Advocating that boards engage in focused discussion around values at the beginning of the strategic process improves decision-making and provides a litmus test for evaluating the strategic options. Agreeing on a set of values also makes board members more aware of the implications of each option in the long term.