Cultural Portrait: Impact of Hinduism on Indian Managerial Behavior

  • Rajesh Kumar
  • Anand Kumar Sethi


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


Indian Manager Hierarchical Order Ultimate Reality Context Sensitivity Indian Behavior 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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© Rajesh Kumar and Anand Kumar Sethi 2005

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  • Rajesh Kumar
  • Anand Kumar Sethi

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