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.
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