In conclusion, when research findings and anecdotal evidence indicate differential attitudes toward ethical behavior and social responsibility across cultures, MNCs must take certain steps. For example, they must be careful when placing a foreign manager in a country whose values are incongruent with his or her own, because this could lead to conflicts with local managers, governmental bodies, customers, and suppliers. As discussed earlier, expatriates should be oriented to the legal and ethical ramifications of questionable foreign payments, the differences in environmental regulations, and the local expectations of personal integrity, and they should be supported as they attempt to integrate host-country behaviors with the expectations of the company's headquarters.78
Social responsibility, ethical behavior, and interdependence are important concerns to be built into management control-not as afterthoughts, but as part of the ongoing process of planning and controlling international operations for the long-term benefit of all.
In Part 2, we will focus on the pervasive and powerful influence of culture in the host-coantry environment in which the international manager operates. In Chapter 3, we will examine the nature of culture: What are its various dimensions and roots? How does culture affect the behavior and expectations of employees and what are the implications for how managers operating in other countries should behave?
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