Conclusion

This chapter outlines the considerable cultural and societal challenges involved in international management. At the level of strategic decision-making, the focus is on a number of major imbalances: imbalances arising from an unstable environment, an environment in crisis and the resilience, if any, of the organizations operating there; imbalances between organizations that resemble each other, followed by asymmetrical relationships; cultural imbalances and crises, or cultural imbalances and apprehension of the final hierarchical relationship. In terms of ethical decision-making and corporate social responsibility, the variation takes place both at the national level (Cameroon, China) and at the organizational structural level (multinationals, including firms). In terms of management and business practices, interculturalism is studied across certain national cultures (Turkey, India, Germany, Brazil) and through the intercultural expectations of the labor market in countries’ border regions.