Advertisement

International Corporate Cultures: From Helpless Global Convergence to Constructive European Divergence

  • Christoph I. Barmeyer
  • Eric Davoine

Abstract

In the process of internationalisation, companies are faced with the challenge of harmonising corporate culture. The widely held idea is that a strong global corporate culture will strengthen the company’s identity and image, and reduce costs. This frequently means that the corporate culture of the parent company is transferred to the subsidiary. An overly ethnocentric approach by the company’s headquarters often complicates the reception of the new corporate culture in the subsidiaries, and creates misunderstandings and conflicts.

Keywords

Sexual Harassment National Culture Parent Company Corporate Culture Foreign Subsidiary 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Adler, N. (2002): International dimensions of organizational behavior, Cincinnati, OH.Google Scholar
  2. Barmeyer, C. (2000): Interkulturelles Management und Lernstile, Frankfurt a.M.Google Scholar
  3. Barmeyer, C.; Davoine, E. (2004): Chartes de valeur et culture(s) de l’entreprise internationale: les limites du transfert de valeurs globaux aux filiales locaux, in: IAS: Audit social, responsabilité sociale et développement durable: Vers une convergence Européenne?, Luxembourg, pp. 102–111.Google Scholar
  4. D’Iribarne, P. (2002): La légitimité de l’entreprise comme acteur éthique aux Etats-Unis et en France, in: Revue Française de Gestion, Sept.–Oct, pp. 23–39.Google Scholar
  5. Hofstede, G.; Hofstede, G. J. (2005): Cultures and organizations: Software of the mind, New York, NY.Google Scholar
  6. Lüsebrink, H.-J. (2001): Kulturtransfer — methodisches Modell und Anwendungsperspektiven, in: Tömmel, I. (Ed.): Europäische Integration als Prozess von Angleichung und Differenzierung, Opladen, pp. 213–226.Google Scholar
  7. Perlmutter, H. V. (1965): L’entreprise internationale: Trois conceptions, in: Revue Economique et Sociale, Vol. 23, No. l, pp. 151–161.Google Scholar
  8. Peters, T. J.; Waterman, R. H. (1982): In search of excellence: Lessons from America’s best-run companies, New York, NY.Google Scholar
  9. Schein, E. H. (1986): Organizational culture and leadership, San Francisco, CA.Google Scholar
  10. Schneider, S.; Barsoux, J.-L. (1997): Managing across cultures, London.Google Scholar
  11. Scholz, C. (2000): Personalmanagement — Informationsorientierte und verhaltenstheoretische Grundlagen, München.Google Scholar
  12. Scholz, C.; Hofbauer, W. (1990): Organisationskultur — Die vier Erfolgsprinzipien, Wiesbaden.Google Scholar
  13. Schreyögg, G. (1990): Unternehmenskultur in multinationalen Unternehmen, in: Betriebswirtschaftliche Forschung und Praxis, Vol. 42, No. 5, pp. 379–390.Google Scholar
  14. Seidel, F. (Ed.) (1995): L’Ethique des affaires et de l’entreprise, Paris.Google Scholar
  15. Stein, V. (2000): Emergentes Organisationswachstum — Eine systemtheoretische “Rationalisierung”, München-Mering.Google Scholar
  16. Thévenet, M. (1986): Audit de la culture d’entreprise, Paris.Google Scholar
  17. Weber, I. (1997): Unendliche Welten — Die Science-Fiction Serie Star Trek als Entwurf von Kontakten mit dem Fremden, Frankfurt a.M.Google Scholar
  18. Weber, M. (1905): Die protestantische Ethik und der “Geist” des Kapitalismus, in: Archiv für Sozialwissenschaften und Sozialpädagogik, Vol. 20, No. I, pp. 1–54.Google Scholar

Copyright information

© Betriebswirtschaftlicher Verlag Dr. Th. Gabler | GWV Fachverlage GmbH, Wiesbaden 2006

Authors and Affiliations

  • Christoph I. Barmeyer
  • Eric Davoine

There are no affiliations available

Personalised recommendations