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

In: Strategic Management — New Rules for Old Europe

Author

Listed:
  • 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.

Suggested Citation

  • Christoph I. Barmeyer & Eric Davoine, 2006. "International Corporate Cultures: From Helpless Global Convergence to Constructive European Divergence," Springer Books, in: Christian Scholz & Joachim Zentes (ed.), Strategic Management — New Rules for Old Europe, pages 227-245, Springer.
    • Handle: RePEc:spr:sprchp:978-3-8349-9254-3_10
    DOI: 10.1007/978-3-8349-9254-3_10
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    Citations

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    Cited by:

    1. Y.-F Livian, 2015. "Cultural Obstacles In Mncs? Yes, But… " Back To Basics " Guidelines For Success In Hrm In Central Europe [Des obstacles culturels dans les multinationales?oui, mais..Retour sur des repère," Post-Print halshs-01276765, HAL.
    2. Petia Genkova & Anna Gajda, 2017. "Culture or Culture of Participation: A Success Factor by International Mergers and Acquisitions?," International Journal of Business and Management, Canadian Center of Science and Education, vol. 12(4), pages 157-157, March.
    3. Yves-Fréderic Livian, 2015. "Cultural Obstacles in MNCs? Yes, but... "Back to Basics" Guidelines for Success in HRM in Central Europe," Central European Business Review, Prague University of Economics and Business, vol. 2015(4), pages 71-74.

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