Influence Model Design of National Culture in Shaping the Organisational Management Cultures: The Case between China and the USA

<table class="table-group" id="tab4"><tr><td><table class="table"><tr><td class="thead-hr" colspan="2"><hr/></td></tr><tr class="thead"><td class="align_left">Answer choices</td><td class="align_center">Responses (%)</td></tr><tr><td class="thead-hr" colspan="2"><hr/></td></tr><tr><td class="align_left">(i) The most important priority</td><td class="align_center">19.05</td></tr><tr><td class="align_left">(ii) A top priority, but not the most important</td><td class="align_center">14.29</td></tr><tr><td class="align_left">(iii) Not very important</td><td class="align_center">57.14</td></tr><tr><td class="align_left">(iv) Not important at all</td><td class="align_center">9.52</td></tr><tr class="table-tr"><td colspan="2"><hr class="tbody-hr"/></td></tr></table></td></tr></table>

<div>Meta-ethical questionnaire response options (question 2).</div>

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Table 4

Table 4: Influence Model Design of National Culture in Shaping the Organisational Management Cultures: The Case between China and the USA 