The study is part of the ongoing efforts to identify the dimensions of societal and organisational cultures, the impact of the former on the latter, and their combined influence on managers' work related thoughts and feelings. A sample of 674 middle level managers at seven locations in India responded to a questionnaire that was developed from the items that samples of managers had provided in the first phasr of the study. Four major societal dimensions—hypocrisy, corruption, inaction, and respect to power—were shared across locationr. Three additional dimensions—quick rich disposition, face keeping, and non-work orientation—were differently endorsed at different locations. Organisations were perceived to have eight dimensions: entrepreneurial, exploitative, familial, burtaucratic, growth-oriented, patronising, professional, and parochial. All managers were pasitive about their work, although locations had an impact on how managers rated their achieving brhaviours and job satisfaction.The seven locations varied in their infrastructural facilities that had a sweeping impact an societal, organisational, and managerial dimensions of beliefs, preferences, and practices. Societal factors had a significant impact on organisational factors, and both affected managers' achieving behaviour and job satisfaction, although some ofthe organisational factors also impactrd on societal factors.

Concerns the stances that Indian and UK managers take towards ethical issues at work. This topic is part of the broader cross‐cultural research agenda on managerial values. Makes a contribution to the subjects of business ethics and corporate citizenship. The responses of samples of Indian and UK managers to ethical issues were classified, using a research instrument called Redundancy, by eight ethical stances that are defined in a conceptual framework presented. The results are used to clarify issues that arise from the literature about Indian and UK managers’ values. The tentative findings are that Indian managers’ ethical stances were similar to those of Western managers but that, compared with the UK respondents, they were more likely to experience ethical tension between their personal, espoused, stances and those they took at work. The preference for a pragmatic, ethical puzzle, approach to issues, that was reported by both Indian and UK samples, is seen as a problem in developing good corporate citizenship. Presents an agenda for future research.