Journal ArticleDOI
Facets of Societal and Organisational Cultures and Managers' Work Related Thoughts and Feelings
Jai B. P. Sinha,Rashmi Sinha,A.P. Bhupatkar,Anand Sukumaran,Parvinder Gupta,Rajen K. Gupta,Abinash Panda,Shailendra Singh,Sunita Singh-Sengupta,E.S. Srinnas +9 more
TLDR
In this paper, the authors identify the dimensions of societal and organisational cultures, the impact of the former on the latter, and their combined influence on managers' work and their influence on their work.Abstract:
The study is part of the ongoing efforts to identify the dimensions of societal and organisational cultures, the impact of the former on the latter, and their combined influence on managers' work r...read more
Citations
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Antecedents, Work-Related Consequences, and Buffers of Job Burnout Among Indian Software Developers:
TL;DR: In this article, the authors examined the antecedents, consequences, and buffers of job burnout among software developers using job demands resources theory, and collected data from 372 software developers in India.
Journal ArticleDOI
Mapping India’s regional subcultures: Implications for international management
TL;DR: In this article, the authors have identified nine distinct subcultural regions of India and used explanations grounded in functional and neo-institutional theories to account for the origin and maintenance of cultural distinctiveness of these regions.
Journal ArticleDOI
Indian culture and the culture for TQM: a comparison
TL;DR: In this article, the authors argue against the conventional wisdom that hierarchy is not conducive for TQM and identify the cultural dynamics that can aid TQMs implementation in a hierarchical country like India.
Journal ArticleDOI
Mapping Cultural Diversity within India: A Meta-analysis of Some Recent Studies
Abinash Panda,Rajen K. Gupta +1 more
TL;DR: A review of these studies revealed seven pan-Indian cultural preferences: (a) collectivist orientation; (b) respect for status and power; (c) primacy of personalized relationship; (d) desire to be embedded in an in-group; (e) familism; (f) context-sensitive (situational) behaviour; and (g) cynical view about others as discussed by the authors.
Journal ArticleDOI
Dynamics of mentoring relationships in India: A qualitative, exploratory study
Aarti Ramaswami,George F. Dreher +1 more
TL;DR: In this paper, the authors examined the nature of mentoring relationships in a highly power-distant and collectivistic culture such as India and found that while some aspects seem culturally invariant, other aspects might be influenced by careers and socio-cultural contexts.
References
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Book
Culture′s Consequences: International Differences in Work-Related Values
TL;DR: In his book Culture's Consequences, Geert Hofstede proposed four dimensions on which the differences among national cultures can be understood: Individualism, Power Distance, Uncertainty Avoidance and Masculinity as mentioned in this paper.
Book
Culture′s Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations
TL;DR: In this paper, values and culture data collection, treatment and validation power distance Uncertainty Avoidance Individualism and Collectivism Masculinity and Femininity Long versus Short-Term Orientation Cultures in Organizations Intercultural Encounters Using Culture Dimension Scores in Theory and Research
Book
Individualism And Collectivism
TL;DR: In this paper, the authors describe how the terms individualism and collectivism are used by an evergrowing legion of users and no one is better equipped to understand how these terms are used.
Journal ArticleDOI
Variations in Value Orientations.
Morris Rosenberg,Florence Rockwood Kluckhohn,Fred L. Strodtbeck,John M. Roberts,A. Kimball Romney,Clyde Kluckhohn,Harry A. Scarr +6 more
Journal ArticleDOI
Individualism and collectivism: Theory, method, and applications.
TL;DR: Theoretical and methodological approaches to the study of collectivism and individualism have been proposed by as discussed by the authors, with a focus on individualism and collectivism as dimensions of social change.