Discussion

Although organisational culture is important and should be an important instrument for management (with HRM in the driving seat), it is neglected, even if doing so costs a lot of money. The neglect may be the result of a lack of understanding, a shortage of tools, insufficient research or the required effort to determine the culture and to delineate its consequences.

An organisation may start to define its culture with a questionnaire or a game, both of which require effort and a considerable amount of time. In addition interviews with groups of colleagues are required, covering amongst others the company’s problem, the concept of culture (according to whatever perception), the determination of artefacts, the values of the organisation, the comparison of values and artefacts (consistency), common assumptions and the strength of the culture. Furthermore, one needs to consider to involve an external consultant or not.

If the determination of one’s own culture is already difficult, its consequences in doing abroad are really hard to assess; the relevant research is scarce but just enough to be scaring. These international aspects include the clash of organisational cultures, embedded in two or more national cultures and the expat discussion (foreigners working in the Netherlands and Dutchmen working abroad). Living and working abroad has such a positive status that a more balanced view, including its disadvantages (for the expat him or herself, the spouse and in particular the children) hardly gets the attention it needs (when it ends at the doctor’s, the damage is already done). The international dimension of organisational cultures may well show that the global village may easily turn into a nightmare, unless proper measures are taken.