ABSTRACT
Work on the influence of national and organizational cultures of companies on their international strategies has grown significantly in recent years. It is clear that the concept of culture is overused in management research. While culture is more commonly separated from other factors and has a presumed explanatory capacity, the results are far from being consistently conclusive and consensual. Few qualitative studies have been devoted to a critical look, having in mind the recent transformations and the growth of diversity. Moreover, intercultural management studies firmly favours an instrumental approach often associated with management styles dealing with the presence of Western executives abroad. A recurring critique of quantitative methodologies based on value analysis, like historical surveys of a qualitative and anthropological nature, is that the permanence of cultures and identities is overstated, and that the brewing phenomenon and changes related to globalization are overlooked.
