Work-Related Values of Managers

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Abstract
The cultural dimensions of Power Distance and Uncertainty Avoidance described by Hofstede (1980a) were tested using samples from seven different organizations, four Sudanese, two British, and a Pakistani organization in Britain, in an attempt to replicate and extend Hofstede's work. With large Power Distance and weak Uncertainty Avoidance, work-related values of Sudanese managers were found to lie in accordance with Hofstede's findings for some other African and Arabic nations. The British scores were very close to the ones reported by Hofstede. The study showed that the Pakistanis in Britain, despite a lifetime spent in Britain, scored closer to their country of origin than to their current home.