Abstract
The argument put forward in this brief paper is threefold. Firstly, it treats the impact of globalisation on corporate culture building exercises and shows how externalities affect internal organisational behaviour. It emphasises the fact that globalisation is neither a chimera nor is it a novel phenomenon. Secondly, it examines the behavioural context in which managements operate and extends the analysis of some authors who have worked in this field. Thirdly, it highlights some of the characteristics of change that need to be followed if organisations have to thrive on the cutting edge of competition. In doing so, the paper presents a political economy of HR Interventions on the one hand and offers constructive suggestions on corporate culture building exercises on the other. The paper argues for creating value-based corporate cultures that are a precondition for building learning organisations.
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