Rapid expansion of multinational corporations (MNCs) and their global operations across the world have created business systems that are politically, culturally and economically interconnected. In this paper, stories of Thai and Israeli managers of two MNCs headquartered in Sweden and the US show how firms' local management cultures run into each other and produce new hybrid forms of management cultures. Such hybridizations are discussed and analyzed in order to focus the attention of scholars and practitioners in international management (IM) and cross cultural management (CCM) on ways in which firms' management cultures are accepted and hybridized in the local arena.
Bibliographical noteFunding Information:
First, thanks to the anonymous reviewers for their insightful comments. I would also like to thank the participants in the ethnography colloquium at the Department of Anthropology at Yale University, and especially Bill Kelly, for their comments on a presentation (partially) based on this article. Thanks to Michal Frenkel and Eyal Ben-Ari from the Hebrew University of Jerusalem for their insightful comments. Deep thanks to John Van Maanen for supporting and hosting me at MIT's Sloan School of Management during the field work process. A special thanks to Harriet Bergmann from Yale University for her advice and comments. Finally, I wish to acknowledge the financial support that I have received from ISEF (International Sephardic Education Foundation) and from the Morris Ginsberg Foundation of the Hebrew University — without their help this article couldn't have been written.
- Cross-national comparison
- Cultural hybridization
- Intercultural interaction
- International and cross cultural management
- Managers' stories
- Multinational corporations