National vs. corporate culture: Implications for human resource management

  title={National vs. corporate culture: Implications for human resource management},
  author={Susan C. Schneider},
  journal={Human Resource Management},
  • S. Schneider
  • Published 1 June 1988
  • Business
  • Human Resource Management
Corporate culture has been described as the “glue” that holds organizations together by providing cohesiveness and coherence among the parts. Multinational companies are increasingly interested in promoting corporate culture to improve control, coordination, and integration of their subsidiaries. Yet these subsidiaries are embedded in local national cultures wherein the underlying basic assumptions about people and the world may differ from that of the national and corporate culture of the… 

Tables from this paper

A Cross Cultural Study of Managerial Attitudes toward Executive Development: Implications for Transnational Organizations

Management literature in recent years has been replete with articles documenting the increasing importance of global markets. These writings warn of intense worldwide competition which may threaten

Understanding Compensation Practice Variations Across Firms: The Impact of National Culture

With operations spread worldwide, firms that find themselves competing in a global marketplace are looking at the implications of the admonition, “When in Rome.…” This raises the question: “Do

Cross-National Differences in Corporate Cultures and

Much has been written on the importance of corporate culture to corporate performance. Yet there is a dearth of systematic evidence on the nature of, and potential moderating factors on, this

Cross-National Differences in Corporate Cultures and the Culture-Performance Relationship: a Two- Country Comparison

Much has been written on the importance of corporate culture to corporate performance. Yet there is a dearth of systematic evidence on the nature of, and potential moderating factors on, this

Internationalization of Business in Emerging Countries and National Culture: The Brazilian Case

This chapter provides a framework for understanding the business challenges facing Brazilian companies. Based on the symbolic school of interpretive anthropology, two lines of ethnographic research

Matching Assumptions to Environment in the Transfer of Management Practices

Over the past decade, the explosive growths in the multinationalization of business (Levitt, 1983; Kobrin, 1988) have highlighted the need for understanding management practices across national

National culture and high commitment management

This paper examines the relationship between national culture and high commitment management (HCM). A model linking national culture and HCM is developed and hypotheses concerning the relationship

Rethinking Cross Cultural Management in a Globalizing Business World

Cross cultural management is often regarded as a discipline of international management focusing on cultural encounters between what are perceived as well-defined and homogeneous entities: the

Why Globalizing with a Conservative Corporate Culture Inhibits Localization of Management

This contribution focuses on the challenges facing the Matsushita corporation of Japan, one of the world's largest companies and one with a 70-year commitment to serving society, as it attempts to



The Context of Strategic Human Resource Management Policy in Complex Firms

Complex multinational enterprises have to establish human resource policies to meet the needs of different product-markets and socio-cultural environments. How can they tackle this task, central to

Transfer of Managers as a Coordination and Control Strategy in Multinational Organizations.

Ju ne 1 977, volume 22 The purpose of this paper is to present an argument and some hypotheses to stimulate further research. It is hypothesized that the transfer of managers is used by some

Multinational Organization Development: A Social Architectural Perspective.

The underlying premise of Heenan and Perlmutter's Multinational Organization Development is that in the currently emerging "era of multilateral regulation" models of transnational organization

On the importance of a generalist conception of human resource management: A cross-national look†

What is human resource management? The term risks becoming devalued if it is associated with particular approaches to the management of people, to labor relations, or to the development of the

Patterns of Strategic Control Within Multinational Corporations

The management of multinational operations is often required to balance conflicting priorities between responsiveness at the national subsidiary level and central coordination for global

The Bureaucratic Phenomenon

In The Bureaucratic Phenomenon Michel Crozier demonstrates that bureaucratic institutions need to be un-derstood in terms of the cultural context in which they operate. The originality of the study

International Dimensions of Organizational Behavior

Unlike many other books in the field that simply compare managers working at home in their various cultures, International Dimensions of Organizational Behavior describes the approaches of successful

The Paradox of “Corporate Culture”: Reconciling Ourselves to Socialization

The term "socialization" usually evokes a strong emotional response and is often misunderstood. While it does seem to go against our culturally-ingrained "individualism, "a certain degree of