Managing Corporate Values in Diverse National Cultures

<p>How should a Western company manage cross-culturally corporate values in its foreign subsidiaries? Do these values make sense everywhere and can they assumed to be universal or on the contrary are they culturally Western specific?</p><p>Philippe d’Iribarne provides answers to these timely and urgent questions based on research carried out in the subsidiaries of a leading global company Lafarge in the contrasting cultural environments of China the United States France and Jordan. It appears that in a large part of the world people's expectations are similar; they expect from a good employer clear and decisive leadership and fair and compassionate treatment helping them to live a good life. But treating these expectations as the ‘same’ could be misleading. Western companies with a humanistic orientation are well positioned to fulfil them provided they are willing in each and every geography to take into account the local vision of the right way to achieve a good life.</p><p>By following the example presented in this book companies who care can deliver economic efficiency as well as progressive people management in the countries in which they operate.</p>