Chatterjee, S. R. (2000)
Work goals and societal value orientation of senior Indian managers. Journal of Management Development, Vol. 19 Issue 7
Chatterjee & Pearson (2000) cross reference data on reform orientation and work goals gathered from participants in a week-long program at the Management Centre of Human Values, Indian Institute of Management, Calcutta. They seek to investigate claims made about shifts in managerial values in Indian organizations from those that reflect collectivism to those that are more market-oriented. One remarkable finding of the study is that respondents did not seem to indicate significant concern for social vision in their work goals. They claim that lack of concern for social vision implies new HRD approaches should “emphasize values much more than competencies.” (Hmmm…) They also reveal that this particular group of managers attending an educational seminar show a heavy emphasis on “learning goals.”
The authors continuously use “reform orientation”- research its connotative meaning in Indian business literature
Get a hold of England and Bass studies from the 70’s- they look like the foundation for comparative business value studies of India and other cultures
There’s a Bangalore specific mention in this article, but no references to go to for the views put forth: they say some (who?) attribute Bangalore’s expansive success more to management values than its infrastructure.
Results of their study show a strong pre-disposition for training- show values of lifelong learners. P.650 Compare with US?
Make an important distinction between India’s domestic sphere being collectivist and India’s market environment being collectivist. P. 652