PEOPLE.IDEAS.PERFORMANCE

23 of external balance. These are expressions of social adaptation that is the motive of self- control. According to the author, value as a goal does not control behavior directly as a desired end state, but rather, related motivational areas have an effect in the process of being ‟ritualized” by a constant information retrieval from the environment, getting to the end -state in continuous interaction with the former structure. Schwartz (1999) summarizes the relationship among values as aiming at an external balance and behavior: end- states and values do not affect the individual’s behavior in a causal context; rather, it is always done according to actual environmental information and conditions. The variability of behavior is consequent of this, which is why there is no direct relationship between actual behavior and values as end-states. Thus, it is necessary to account for value relations in every human group. Organizational connections are value-oriented as well; they can often be characterized by non-rational choices. The transfer of values is different from the transfer of the results of rational cognition. It has no institutionalized form, but instead, there are hidden or more open channels, habits, roles, stereotypes that are mediating values, i.e. the transmission of values happens through culture. If we wish to investigate the entrepreneurial character in the context of values, it is important to deal with the relationships between values and behavior. Schwartz (2011) considers values as attainable goals that affect our behavior as guiding principles through the following mechanisms. Values are beliefs that directly affect emotions. Values express desirable goals that keep the individual motivated. The significance of values is beyond specific individual situations. We judge things as good or bad on the basis of values. Values can be ranked based on their importance. Different values are interacting with each other, and govern our behavior depending on how much they are relevant in a given situation. The frequent question about the culture of the relationship between the individual and group level was answered by Schwartz (2011); according to him, these two measurement levels are completely different, that is why he developed two different test devices for measuring individual and group level values. As in our research, our goal is the investigation of individual v alues of SME’s leaders of various levels that will provide information about the entrepreneurial character, we will describe this measurement level in detail. Schwartz (2011) has set out ten basic values with associated motives, which are: autonomy, stimulation, hedonism, achievement, power, security, conformity, tradition, benevolence, and universalism. According to the author, some values are compatible with each other, while others are in conflict. Placing the ten basic values in a circle (Figure 1) expresses the fact that the values that are in opposite positions are often in conflict with each other. Hedonism, for example, is not compatible with benevolence, but it is with achievement. Even Schwartz admits that these values are not measured precisely during the development of behavior, but instead, they appear as a dynamically changing system of motivation. The questionnaire developed by him to his value orientation model exists in several different forms and lengths, from among which we have chosen the shortest one which has also been used by the World Value Surveys in several countries. It is also important to mention the research of McGrath, MacMillan and Scheinberg (1992), in which the authors have made some important statements regarding the formation of entrepreneurial values. In their research, they used the four-dimensional framework of Hofstede in order to compare value orientations of entrepreneurs and non-entrepreneurs in different countries.