Crossvergence of values: An analysis of the use of impression management strategies in India, Israel and Pakistan

Shaista E. Khilji, Nurit Zeidman, Amos Drory, Aqeel Tirmizi and E.S. Srinivas

International Business Review, 2010, vol. 19, issue 4, 419-431

Abstract: The present research aims to develop a cross-cultural understanding of impression management (IM) behavior at workplace. A new measure of IM, using elements of job-focused, initiative-focused and relationship-focused strategies, is developed for the study. Analysis of 535 employees from India, Israel and Pakistan demonstrates both differences and similarities in the use of various IM strategies. Although a majority of the significant differences contradict current evidence of IM, our findings do highlight the cross-cultural significance of IM behavior, and demonstrate emergence of crossvergence of values among Israeli, Indian and Pakistani employees. New studies are needed to further evaluate the cross-cultural validity of the IM scale developed for this study, at the same time fresh scholarly inquiry in international management should take a closer and more in-depth look at the complexity of transition of values in order to contribute to a better understanding of IM in international settings.

Keywords: Crossvergence; Impression; management; India; Israel; Pakistan; Values (search for similar items in EconPapers)
Date: 2010
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Citations: View citations in EconPapers (4)

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