Abstract
This study presents a comparison of stereotypes held by Israeli and Indian managers Analysis of the elements constituting international managers' stereotypes shows that they arc constructed as a result of direct interaction with other managers and as a product of exposure to indirect information sources. This process is highly dependent on a specific context. In addition, there are some common elements in international managers' stereotypes that signal the existence of a common shared culture code. The study also discusses the impact of international managers' stereotypes on the conduct of business.
| Original language | English |
|---|---|
| Pages (from-to) | 45-66 |
| Number of pages | 22 |
| Journal | Group and Organization Management |
| Volume | 25 |
| Issue number | 1 |
| DOIs | |
| State | Published - 1 Jan 2000 |
ASJC Scopus subject areas
- Arts and Humanities (miscellaneous)
- Applied Psychology
- Organizational Behavior and Human Resource Management