This paper explores how national culture may predispose managers to a
greater or lesser tolerance for ambiguity which then has an effect on their
managerial effectiveness. The concept of tolerance of ambiguity is analysed
in Indian and Fijian business executives’ propensity to avoid uncertainty. The
research investigation adopts a 2 x 2 factorial design on a sample consisting
of 84 subjects from service and manufacturing organisations in India and
Fiji. The results indicate that Indian national managers demonstrate higher
levels of tolerance of ambiguity and greater adaptability in comparison to
the Fijian Managers. The results suggest that managerial effectiveness is
enhanced in an Indian national context as a result of greater tolerance of
ambiguity and greater adaptability and this may be linked to the greater
homogeneity of the workforce and its associated value congruence than in
the Fijian sample. The findings may have relevance for human resource
managers, particularly in dealing with training and support.