Stereotypes of International Managers
研究了以色列和印度管理者对国际管理者的刻板印象，发现这些印象源于直接互动和间接信息，且受具体情境影响，同时存在共同文化代码。
This study presents a comparison of stereotypes held by Israeli and Indian managers. Analysis of the elements constituting international managers’stereotypes shows that they are 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.