Global ‘Glue’? Corporate Culture in a Transnational World

Abstract

When I was wandering around the bookshops of downtown Manhattan and the City of London, awaiting my next appointment with some ‘master of the universe’,¹ I spent time scanning the titles in the business and management sections: a little literature research in what was otherwise dead time. And as I come to discuss the final part of this study, I cannot avoid remembering one particular instance that seems a salient anecdotal point of entry for my analysis in this chapter.

I’ve worked with a number of firms — I’m a consultant by background but I’ve worked in the past with consultants, banks, brokers, pharmaceuticals … and if you look at it, pose the question: can you create a global culture? I’m not sure you can. But if you ask can you create a culture that is aware and appreciates the diversity of the cultures that make up the firm, then, yes … yes, you can.

(Director, Head of Training, UKBank3, London)

There are different aspects of global culture, of corporate culture. There are operating principles, values, where people come from, how they work with each other and so on … so culture is pervasive. It is in everything we do…

(Senior Partner, USConsultancy2, New York)