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A model focusing on the role of the individual in national and corporate culture clash situations, during post-merger integration, is presented. The theory of psychological contract is adapted to explain different individual expectations in domestic versus international mergers and acquisitions (M&As). It is proposed that expectations on the part of both parties to the merger can act to moderate the effects of culture clash in M&As on acquired management attitudes and behavior, and thereby influence post-merger turnover and integration success. Thus, the model explains the inconsistencies of empirical findings about the different effects of national versus corporate cultural differences on M&A performance. The implications of these ideas for research and practice are discussed.

Examines Chinese attitudes towards the introduction and implementation of an international corporate culture into their working environment. Refers to Sun Tzu’s military classic The Art of War and suggests his philosophy can be applied to business in China, and that the Western world should begin understanding this philosophy and the oriental mindset. Presents results of a study of Chinese employees at a Beijing, China hotel to determine attitudinal and behavioural patterns, and finds that the concept of corporate culture currently meets with strong resistance from many Chinese people who believe foreign ideals and concepts are not to be trusted.

Among the top management issues covered in this section are: leadership to promote change; issues of corporate culture; effective international strategy; environmental leadership; investment in Eastern Europe; and developing “world‐class” manufacturing strategy.

Purpose – This chapter examines Talisman Energy's operations in the Sudan, as part of the Greater Nile Petroleum Operating Company (GNPOC). It seeks to demonstrate that international corporate culture precludes ethical decision-making and practices by placing would-be ethical actors in untenable situations.

Methodology/approach – A case study approach is adopted. It analyses various lawsuits brought against Talisman by the Presbyterian Church of Sudan, who claim that Talisman aided and abetted the government of Sudan in genocide during the various protracted conflicts of a violent civil war.

Findings – By reviewing Talisman's corporate social responsibility reports, we find that locating corporate charters in the hands of nation-states entails an inherent tension that can only be resolved by either implementing an international corporate charter in the case of multinationals, or abandoning the corporate charter altogether

Practical implications – We argue for immediate application of the International Criminal Court in The Hague against corporate enablers of government violence against its peoples.

Originality/value – In the case of Talisman in the Sudan, international corporate culture and lack of support from its operating partners did more than discourage Talisman from implementing ethical practices; it prevented Talisman from acting ethically. In particular, it prevented Talisman from using the economic importance of GNPOC to the government of Sudan to disallow the government from using Talisman's infrastructure or oil revenues in military campaigns against the peoples of Sudan.

The concept of company culture is now playing an ever‐increasing role in the continuing endeavour to work towards ever better company management, particularly in the industrial field. This monograph reviews the history and development of both national and company cultures, and then goes on to demonstrate the significance of a culture to proper company management. Well‐managed companies will have both a “quality culture” and a “safety culture” as well as a cultural history. However, it has to be recognised that the company culture is subject to change, and effecting this can be very difficult. Of the many national cultures, that of Japan is considered to be the most effective, as is demonstrated by the present dominance of Japan on the industrial scene. Many industrialised nations now seek to emulate the Japanese style of management, but it is not possible to copy or acquire Japan′s cultural heritage. The text is illustrated by a large number of practical examples from real life, illustrating the way in which the company culture works and can be used by management to improve company performance.

International business (IB) studies revolve around two key perspectives defined as a firm-specific perspective and a generic perspective that combined to provide a company with crucial insights into how to enter and navigate in foreign markets. Such a combined approach provides a company with a holistic perception of what kind of resources and capabilities it needs before entering and operating in specific markets. The key issue here is how to design a research approach that provides the data that make a researcher capable of developing an explanatory framework for how to engage such markets. Before looking for appropriate research methodologies and tools for data collection, there is a need for a pertinent philosophy of science. This chapter discusses three different philosophies of science each one capable of providing the analyst with a specific take on how to “think” data. Arguably, whatever approach one selects, the choice has an impact on the outcome of the research process. After selecting a specific philosophy of science, the chapter applies it on an analysis of the Danish shipping company Maersk. The focus is on how employees at headquarters and selected overseas subsidiaries “read” the global corporate culture and navigate within the company for own and organizational benefit. This chapter discusses the ramifications of selecting one philosophy of science over another when engaging in qualitative or quantitative research in an IB context.

While international corporate unethical behaviors seem to permeate uncontrollably, it is nevertheless, not an incurable dilemma. The paper aims to address the key steps in achieving such governance: chief ethics officer, tone‐at‐the‐top, and whistle‐blower hotlines. With that said, this paper will also address the value of unethical behavior, both from a macro and a micro perspective.

The paper uses an archival literature review to date on international corporate governance, and its challenges to achieve international corporate ethics compliance governance are analysed.

One of the greatest challenges for international corporations is establishing a setup that involves more than the board of directors and senior management, but every employee within the corporation. A key compliance challenge is creating an international corporate culture that tolerates and encourages employees to come forward and report improper conduct.

International corporate unethical behaviors are not myths, should not remain taboo, and should be addressed immediately, for it is not an incurable dilemma. Those who do not learn from one's corporate unethical behaviors are deemed to repeat it. Those who do not learn from others' corporate unethical behaviors are deemed to commit it. Reputation takes time to establish but takes less time to ruin.

This study aims to investigate the influence of organisational culture, specifically O’Reilly et al.’s (1991) six dimensions of the organisational culture profile (respect for people, outcome orientation, team orientation, innovation, attention to detail and stability) on corporate social responsibility (CSR) practices and the subsequent impact of CSR practices on organisational performance from the context of an emerging economy.

The study used a survey of middle- and higher-level managers in Bangladeshi organisations to develop a seven-dimensional model of CSR practices and used structural equation modelling to analyse the developed hypotheses.

The findings provide evidence of the influence of the six different dimensions of organisational culture on the different dimensions of CSR practices. The findings highlight the diverse impacts (i.e. positive and negative) of CSR practices on organisational performance. The study also highlights the direct influence of organisational culture on both financial and non-financial performance. In particular, the outcome and team orientation culture are positively associated with non-financial and financial performance, respectively, while an innovative culture is negatively associated with both non-financial and financial performance.

The findings of the study provide practitioners, internal (i.e. the managers and business owners of both the local and multinational organisations) and external policy-makers, and foreign investors in an emerging economy with new insights into the role of an intra-organisational factor (i.e. organisational culture) in influencing the adoption of CSR practices and the subsequent impact of CSR practices on organisational performance.

Using the 52 guidelines of CSR practices provided by the Organisation for Economic Co-operation and Development, this study provides a unique empirical insight into the influence of organisational culture on CSR practices and the impact of CSR practices on organisational performance. The findings contribute to the limited CSR literature examining the influence of organisational culture on the adoption of CSR practices and its subsequent impact on organisational performance in an emerging economy.

The extant literature provides substantial evidence that various facets of national culture play a significant role in corporate financial decision making. We systematically review the role of national culture on the various thematic domains of corporate financial decision making to outline what have been studies thus far and what needs to be studied.

Keywords such as national culture, organizational culture, power distance, uncertainty avoidance, masculinity, risk aversion and individualism for a search in the prominent academic literature databases are used. The studies related to the corporate financial decision making that is tied with these keywords are identified and selected for the systematic review.

The review of extant literature suggests strong evidence that national culture has a significant role in influencing corporate cash holding, corporate risk-taking, individual behaviour of the financial managers and initial public offering by the corporations. The review also indicates, although extant studies have examined the role of national culture in the key corporate financial decisions, evidence on the role of national culture in the firm's investment efficiency aspects is rather scarce. Also, what explains the role of national culture in corporate financial decision making has not been empirically exploited through causal mechanisms.

The findings of the studies help advance our understanding of the current research status concerning the role played by the national culture in shaping corporate financial decisions and raise important future calls.

To best of our knowledge, no prior study has systematically reviewed the role of national culture in the thematic domains of corporate financial decision making.

This study aims to examine the effects of different dimensions of national culture on corporate social responsibility (CSR) activities of hospitality firms, including lodging, casino and restaurant firms.

This study performs a panel regression analysis to examine the effect of Hofstede’s national culture dimensions on the total CSR score, positive CSR score and negative CSR of the sampled hospitality firms. The sample period spans fiscal years 1993 to 2011and 365 firm-year observations are used for the study’s analysis.

This study finds a positive and significant effect of uncertainty avoidance on the total CSR score. Further, the study’s results show a positive and significant effect of power distance both on positive and negative CSR scores, while individualism appears to have a negative and significant effect both on positive and negative CSR scores. Masculinity reveals a negative and significant effect on the positive CSR score.

Although the study’s results may not be generalizable to private or non-hospitality firms, according to the findings, multinational hospitality firms are encouraged to conceive a CSR portfolio consisting of localized CSR strategies that consider the effects of national culture on CSR.

This study contributes to the body of hospitality literature by filling the void regarding the relationship between national culture and CSR. At the same time, the findings of this study serve as guidelines for multinational hospitality firms’ implementing CSR activities.