 Cultural Portrait: Impact of Hinduism on Indian Managerial BehaviorRajesh Kumar and Anand Kumar Sethi Chapter Chapter Four in Doing Business in India, 2005, pp 55-72 from Palgrave Macmillan Abstract: Abstract Many, perhaps most, people who go abroad to live and work genuinely want to adapt to the local culture. And most of them do not. It’s not that they don’t appreciate the reasons for adapting to the culture or know that it is all but essential to being successful in their work and at ease in their society, but rather that true cross cultural adjustment and effective cross cultural interaction are more elusive than we might imagine.”1 Managers engaged in cross-border transactions are often faced with the need to bridge the cultural gap that exists between their cultural background and that of their foreign counterparts who possess a different cultural background. This is by no means an easy task. Although globalization has increased the interdependence among different societies, the growing interdependence has not necessarily brought about a convergence in managerial values, although without doubt, pockets of global homogenization may be found in all societies.2 Keywords: Indian Manager; Hierarchical Order; Ultimate Reality; Context Sensitivity; Indian Behavior (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-4039-8057-1_4 Ordering information: This item can be ordered from DOI: 10.1007/978-1-4039-8057-1_4 Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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