Managerial value and belief systems in a cross-national context: The case of thetrivial significance

Abstract

This article discusses potential theoretical and methodological flaws in value-based research in a cross-national context. Using data from a comparative study of American and Indian CEOs, it is shown that some managerial beliefs and value systems do vary as a function of national background. While this is neither surprising nor exciting, whether this significantheterogeneity offers nontrivial predictive utilityin explaining the observed variance in a large number of structural, strategic, and other critical variables at the organizational level is the more important question. This study offers preliminary evidence to the contrary.