ABSTRACT
This chapter describes a pilot project to identify key cultural value sets and their impact on international reward issues for multinational enterprises (MNEs), within the context of national, industry and organizational differences. However, in reviewing the literature on the influence of cultural values, it quickly becomes apparent that this is an unsatisfactory and partial way to see the determination of reward systems and levels of rewards. This leads us to take a radical and somewhat unusual approach to international rewards as a research problem and to propose a methodological solution which could have significant implications for the conduct of international studies of HRM from both a theoretical and practical point of view.
