HOW FUTURE MANAGERS VIEW SOCIETAL CULTURE: A CROSS-COUNTRY COMPARISON

• Main Authors: CATANA DOINA, CATANA GHEORGHE ALEXANDRU
• Format: Article
• Language: deu
• Published: University of Oradea 2011-07-01
• Series: Annals of the University of Oradea: Economic Science
• Subjects: societal culture, cultural practice, cultural value, Romania, Slovenia
• Online Access: http://anale.steconomiceuoradea.ro/volume/2011/special/031.pdf

Our study aims at enriching the existing literature about the prospective managers view of an ideal societal value system and the existing cultural practices in their society. The findings about the students' perception on cultural practices and their expectations about societal culture are helpful in imagining the societal culture in its dynamics. The research sample consists of 727 students in business and engineering on undergraduate and graduate levels from Romania and Slovenia. The reason we have chosen to compare Romanian sample with the cultural profile of the "average" future manager from Slovenia is the scientific curiosity of finding out if there are signs of cultural convergence of Romania with a previous communist country, and an older member of European Union. In doing so, our study will hopefully broaden the body of knowledge about the cultural convergence (or divergence?) between the former socialist countries joining European Union. The theoretical and methodological foundation is rooted in GLOBE international research project. Our findings revealed that at practices level,Romanians perceive significant higher Power Distance and significant lower mean value for Uncertainty Avoidance. At the expectations level, the Romanians and Slovenians are very similar in the desire concerning their societies orientation toward In group/Family Collectivism, Assertiveness and Performance Orientation, and record significant differenced in all the other societal values. The fact that for all the cultural expectations the future managers assign different mean values than for the correspondent practices make us expect that they will act to change their cultural environments. Still, the cultural orientation of Romanian future middle managers will differ in many regards from the Slovenian sample averages.