Selected papers~ SPECIAL EDITION - Index of

embedded elements of management, seem to
be more difficult to achieve (Lang/Steger
2002), the fact that for all the cultural values
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.
We are aware that our research findings have
a few limitations, among which the
assumption that business and engineering
students will become a core part of the future
population of managers. Beyond the
limitations, we believe that our findings offer
certain insights into relevant issues for
researchers, academics and consultants in
management and leadership, as well as for
today’s practitioners, especially related to
culture dynamics in the region. The
dissemination of our research findings among
active managers, researchers, academic staff
and management consultants may contribute
to improving the management training of
students, as well as the management practices
in Europe. Future research should focus on
studying cultural practices and value systems
in directions like possible differences in
respondents’ relevant perceptions based on
subjects demographic characteristics (age,
gender, field of study, major subject etc.). In
addition, comparisons could be making with
other countries taking part to GLOBE student
project.
References
1.Catana, Doina, Catana, Gheorghe A. “Societal
culture dimensions: a comparison of future
and present managers in Romania”, [2011] under
review
2.Chhokar, Jagdeep S., Brodbeck, Felix C.,
House, Robert J (eds.), Culture and Leadership
Across theWorld: The GLOBE book of in-depth
studies of 25 societies, Lawrence Erlbaum
Associates, Publishers, New York, [2007]
352
3.Hofstede, Geert, Cultures consequences:
International differences in work related values,
Sage, London [1980]
4.Hofstede, Geert, Cultures consequences:
comparing values, behaviors, institutions and
organizations across nations, Sage, London
[2001]
5.House, Robert.J, Javidan, Mansour, Hanges,
Paul W, Dorfman, Peter, “Understanding cultures
and implicit leadership theories across the globe:
an introduction to project GLOBE”, Journal of
World Business, 37, [2002]: 3 – 10
6.House, Robert J., Javidan, Mansour, Dorfman,
Peter W., Gupta, Wipin P. (eds.), Culture,
leadership, and organizations: The GLOBE study
of 62 societies, Thousand Oaks: Sage [2004]
7.Keating, Mary A., Martin, Gillian, Szabo, Erna,
“Do managers and students share the same
perceptions of societal culture?” International
Journal of Intercultural Relations, 26, [2002]: 633
– 652
8.Kluckhohn Rockwood Florence, Strodtbeck,
Fred L., Variations in value orientations, New
York: Harper Collins [1961]
9.Lang, Rainhart, Steger, Thomas, “The odyssey
of management knowledge to transforming
societies: A critical review of a theoretical
alternative”, Human Resource Development
International, 5, [2002]: 279-294
10.Luca, Adina, “Studiu despre valorile si
comportamentul romanesc din perspectiva
dimensiunilor culturale dupa metoda lui Geert
Hofstede” INTERACT [2005],
http://anatolbasarab.files.wordpress.com
/2010/05/studiu_hofstete5.pdf, accessed March 1,
2011
11.McClelland, David, C., Human motivation,
Glenview, Il: Scott, Foresman, [1985]
12.Putnam, Robert D., Leonardi, Robert, Nanetti,
Raffaela Y, Making democracy work, Princeton,
N.J., Princeton University Press [1993]
13.Williams, Robin M.Jr, Change and stability in
values and value systems: A sociological
perspective. Understanding human values:
Individual and societal (ed.) Rokeach, M. New
York: Free Press [1979]
*** itim International, Geert Hofsted cultural
dimensions, http://www.geert-hofstede.com,
accessed March 10, 2011