The influence of origin of companies in management and organizational performance assessment

Abstract

This work studied the influence of the cultural origin of three companies multinationals in the management and evaluation of the organizational performance. The organizations studied have German, French and Finnish origins with expression in the energy market. It was performed interviews, with managers of these organizations, which were based on the model of the four cultural dimensions of Hofstede (2010) and the evaluation of organizational performance literature. The results indicate that origin of culture has influence on performance management, but have also found some contradictory results to model of Hofstede, which could be explained by relaxing of cultural boundaries generated by globalization results.