Corporate Culture and Cross Cultural Management...

CORPORATE CULTURE represents the assumptions, practices and norms that members in an organization adopt over time. It is what boss and employees believe deep down and no one can force or buy such belief. 

Consequently, cultural problems are most of the times the reason for mergers' and outsourcing's failure: "Daimler Benz bought Chrysler in 1998, but talk of cultural conflict followed close on the deal's announcement. In 2007, after almost nine years of value destruction, Daimler unloaded Chrysler for less than a quarter of what it had paid for it". Mead, Richard. 2004. International Management: Cross-Cultural Dimensions London: Blackwell Publishing. Chapter 1. 

CROSS CULTURAL MANAGEMENT implies the development and application of knowledge about cultures in order to plan and control international business activities between business units that are located in different countries (whether joint venture partners, headquarters and subsidiary, principal and agent, supplier and customer) or between people who may belong to the same business unit, but who have different cultural identities.

"Communication skills are often ranked as most important in qualifying the manager for positions of international responsability. In addition, managers need to be adaptable to other cultures and capable of leading its members". Millman, Gregory J. . 2007. "Corporate Culture: more myth than reality? ." The Free Library 23:44-47. Millman, Gregory J. (2007, July 1).

IN CONCLUSION, a cross cultural manager will have the talent enough for dealing with misunderstandings derived from organizations that have different corporate cultures, as he or she should be capable of managing cultural diversity.