GOING GLOBAL: THE CULTURAL DECISION

This paper reports on the results of an investigation into the organizational culture of U.S. based businesses and th eir foreign operations. Its purpose is to examine whether the foreign units have the cultures of their host country or the implanted cultures of their home base organizations. Five-hundred twenty five managers were interviewed and ask to complete questionnaires regarding the organization's climate in their part of the organization. The data cast doubt on the cultural accommodation model and suggest that, under these limited circumstances, there is support for the argument of a generic managerial culture that crosses international boundaries.