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.
- Impression management