ABSTRACT
This chapter aims to highlight and analyze the principal issues arising therefrom. The intensification of international exchanges and the growing interpenetration of economies during the recent decades are leading to an increasing number of executives and operational personnel, in firms of all sizes, to be involved in firms’ internationalization. If by strategy one understands a set of choices and decisions that enable firms to integrate into their environment and to take advantage of it, one readily perceives the cultural and societal challenges that arise at this primary level. For J. M. Geringer and L. Hebert control can be defined as “the process by which one entity influences, to varying degrees, the behaviour and output of another entity through the use of power, authority and a wide range of bureaucratic, cultural and informal mechanisms.” The list of cases highlighted allows analysis of the cultural and societal challenges facing international management.
