Organisation-driven strategies: Culture

The collective attitudes and values of an organisation’s employees often emerge over many years, but can be influenced by leadership and a nation’s culture. Though many emerging-market corporations have been agile in adapting to the demands of developed-world economies, some could be hampered or helped by factors that are inherited from national culture, such as work ethic, values or entrepreneurial initiative.
  • Successful corporations become aware that a single unified corporate culture is difficult to sustain when crossing borders into emerging markets, and that the culture must adapt to local markets.

  • MNCs are often reluctant to install people of nationalities in key positions. However, some emerging-market companies value local managers who, they believe, have the advantage over MNCs in processing local knowledge and culture.
 Highlight: Hard work and creativity are a fact of life in difficult economic and social conditions so local workers are well suited to the rigours of global competition.
Videos: CEO insights on emerging markets
Get Adobe Flash player