Hogeschool van Amsterdam

Centre for Applied Research on Business and Economics

Going Global Versus Staying Local: The Performance Management Dilemma in the International Context

Chapter

The drive towards internationalization and the need to become successful across borders was already recognized by Perlmutter(1969) in his seminal work on the evolution of companies from ethnocentric to polycentric. However, over the last few decades, management theory has been dominated by an American bias with “one size fits all” solutions (Newman and Nollen, 1996, 753) and very little empirical research has focused on developing management systems which account for cultural differences (Jackson, 2002; Pollit, 2005).

Furthermore, management fads have been swinging from the one end of the spectrum to the other, with little or no attempt to integrate the best of both worlds
(Trompenaars and Hampden-Turner, 2012)

Reference Trompenaars, F., & van den Bergh, R. (2016). Going Global Versus Staying Local: The Performance Management Dilemma in the International Context. In C. Barmeyer, & P. Franklin (Eds.), Intercultural Management : A Case-Based Approach to Achieving Complementarity and Synergy (pp. 260-272). Palgrave Macmillan.
Published by  Communication 1 January 2016

Publication date

Jan 2016

Author(s)

Fons Trompenaars

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