Abstract
The different subcultures within the branches of MNCs have as much impact on its functioning as the corporation’s home and host cultures, but are less likely to be considered significant.
Taking as a case study the matrix integration of the London branch of a German MNC, I examine the reasons for, and results of, its managers’ failure to take this internal diversity into account.
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Moore, F. (2003). Internal Diversity and Culture’s Consequences: Branch/Head Office Relations in a German Financial MNC. In: Noorderhaven, N.G. (eds) Management and International Review. Journal of International Business, vol 2. Gabler Verlag, Wiesbaden. https://doi.org/10.1007/978-3-322-90995-4_6
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DOI: https://doi.org/10.1007/978-3-322-90995-4_6
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