Facets of societal and organizational cultures and managers work related thoughts and feelings
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Date
2004-10-22Author
Sinha, J. B. P.
Sinha, R. B. N.
Bhupatkar, A. P.
Sukumaran, Anand
Gupta, Parvinder
Gupta, Rajen
Panda, Abinash
Singh, Shailendra
Singh- Sengupta, Sunita
Srinivas, E. S.
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lthough cirlture consists of the totality of assumptions, beliefs, values,
behaviour, and their artifacts, values are considered to be the core of a culture
(Hofstede, 1980; Kluckhohn & Strodtebeck, 1961; Leung et al., 2002).
Hofstede mapped Indian culture in terms offour values-collectivism, power
distance, uncertainty avoidance, and masculinity. Triandis and Bhalvuk (1997)
combined the first two to label Indian culture as vertical collectivist. Others
(Sinha & Verma, 1987;Triandis,1995; Verma 1999; Verma & Triandis, 1998)
supported the view that Indians are collectivists. Being collectivists, they are
also high on context sensitivity (Ramanujan, 1990; Sinha & Kanungo, 1997)
and low on abstract thinking (Kedia & Bhagat, 1988). Further, Indians are also
characterised by the values of paternalism (Aycan, Sinha, & Kanungo, 1999).
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