Perceived societal values of Indian managers : Some empirical evidence of responses to economic reform

Societal values are emerging as critical variables in providing context relevance to extending international management research. A hallmark of the 1990s was the widespread adoption of market cultures in Asian nations that embraced large‐scale reform and restructuring. These programmes brought about dramatic changes at organisational level, but the links between the societal upheavals of economic transformation and micro level changes have yet to receive sufficient academic attention. For instance, similarity or dissimilarity about held societal values of managerial groups, within an organisation, as identified by gender, age, educational qualification or family upbringing, or even by the size of the company in which they work, requires comprehensive scrutiny if these reform programmes are to succeed. Since 1991 the Indian economy has embraced economic reform to move towards more empowerment for individual organisations in all spheres. The study reported in this paper explores managerial social orientations in the context of micro‐level organisational functioning. The results of this study, with 421 senior Indian managers, demonstrate that in a relatively short time the fundamental attributes of a competitive market economy have subjugated societal qualities reinforced over hundreds of years and thought to be unchangeable.