Managerial value and belief systems in a cross-national context: The case of thetrivial significance
This article discusses potential theoretical and methodological flaws in value-based research in a cross-national context. Using data from a comparative study of American and Indian CEOs, it is shown that some managerial beliefs and value systems do vary as a function of national background. While t...
| Main Author: | |
|---|---|
| Format: | Electronic Article |
| Language: | English |
| Check availability: | HBZ Gateway |
| Journals Online & Print: | Drawer...
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| Fernleihe: | Fernleihe für die Fachinformationsdienste |
| Published: |
Proquest
1991
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| In: |
International journal of value-based management
Year: 1991, Volume: 4, Issue: 1, Pages: 45-55 |
| Further subjects: | B
Critical Variable
B Belief System B Preliminary Evidence B Organizational Level B Global Market |
| Online Access: |
Volltext (lizenzpflichtig) |
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| 520 | |a This article discusses potential theoretical and methodological flaws in value-based research in a cross-national context. Using data from a comparative study of American and Indian CEOs, it is shown that some managerial beliefs and value systems do vary as a function of national background. While this is neither surprising nor exciting, whether this significantheterogeneity offers nontrivial predictive utilityin explaining the observed variance in a large number of structural, strategic, and other critical variables at the organizational level is the more important question. This study offers preliminary evidence to the contrary., In this era of multinational corporations and an emerging global market for executive and managerial talent, the question of whether some managerial beliefs and value systems persist in spite of extensive acculturation and socialization has been an issue of concern — especially in the United States because of a large and continuing flow of immigrants. Our results show in essence that this question, though important and interesting from a sociological angle, is perhaps not as crucial as one might suppose in influencing the strategic thrust, structural configurations, or certain aspects of performance of an organization. | ||
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