In the model, the most macro-level is that of a global culture being created by global networks and global institutions that cross national and cultural borders. As exemplified by the effort of the Davos group discussed earlier, global organizational structures need to adopt common rules and procedures in order to have a common ‘language’ for communicating across cultural borders (Kostova, 1999; Kostova and Roth, 2003; Gupta and Govindarajan, 2000). Given the dominance of Western MNCs, the values that dominate the global context are often based on a free market economy, democracy, acceptance and tolerance of diversity, respect of freedom of choice, individual rights, and openness to change (Gupta and Govindarajan, 2000). Below the global level are nested organizations and networks at the national level with their local cultures varying from one nation, or network to another. Further down
In the model, the most macro-level is that of a global culture being created by global networks and global institutions that cross national and cultural borders. As exemplified by the effort of the Davos group discussed earlier, global organizational structures need to adopt common rules and procedures in order to have a common ‘language’ for communicating across cultural borders (Kostova, 1999; Kostova and Roth, 2003; Gupta and Govindarajan, 2000). Given the dominance of Western MNCs, the values that dominate the global context are often based on a free market economy, democracy, acceptance and tolerance of diversity, respect of freedom of choice, individual rights, and openness to change (Gupta and Govindarajan, 2000). Below the global level are nested organizations and networks at the national level with their local cultures varying from one nation, or network to another. Further down