Much of the research on managerial decision making in cross-cultural
settings has relied heavily on overall differences in values to help explain
variance in decision preferences. Although the research has been valuable in
identifying cultural differences, it has not focused enough on the similarities
among cultures, especially in occupational subgroups. This paper reports a
cluster-analytic approach to developing value profiles as a technique for
identifying value similarities in managerial subgroups. The results, from a
sample of Indian and American managers, show that two dominant value
profiles (designated "pragmatic" and "altruistic") were present and that
these value profiles helped explain variances in decision preferences.
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