Psychologische Aspekte von National- und Unternehmenskultur im Kontext internationaler Mergerprozesse

The belief that with increasing internationalization, tendencies to converge become so strong, that intercultural differences lose significance and a kind of global culture develops, has proven to be false. In many countries, tendencies to emphasize cultural divergencies are actually gaining significance, almost like a countermovement to the convergence concept. The fact that internationally active companies invest in the development of an adequate corporate culture is a sign that the so-called “soft factors” are deemed important enough to be attended to and not left subject to random forces. Based on empirical studies of the psychology of intercultural action, it is shown that national and corporate culture are closely interrelated, even when international companies try to develop a corporate culture that is tailored to meet global demands. Here, one can see clearly that the employees are the crucial factor in these international dynamics. Of particular importance are their qualifications regarding intercultural action competence. On the basis of knowledge about the own cultural orientation system and about foreign-cultural orientation systems, this competence enables to find and develop ways and means for an efficient and mutually satisfying cooperation in cultural overlap situations.