Organisational and national culture : a study of overlap and interaction in the literature

Terms such as Globalisation and cross-cultural management are widely used by both organisational managers and academics. While it is the intention of academics and industry analysts to explain the phenomena and discover principles to guide the practitioners, human resource managers are dealing with the workplace changes implicit in these terms on an increasingly frequent basis. These managers are facing increasingly diverse workforces, and must cope with all the challenges and opportunities inherent in such diversity. This article presents a new approach to examining the key literature on organisational and national culture in three main areas. Firstly, areas of convergence between various theories on culture are identified. Secondly, the article illustrates and discusses where these theories diverge from each other. Thirdly, drawing on the principles discussed in the article, a framework of national culture is developed from existing literature that highlights the convergence found in existing models