Does the home country’s national culture affect MNCs’ performance? Empirical evidence of the world’s top 100 non-financial MNCs, Global Economic Review 37(4): 405-427, 2008.In common with N. Tzeremes

Does the home country’s national culture affect MNCs’ performance? Empirical evidence of the world’s top 100 non-financial MNCs, Global Economic Review 37(4): 405-427. (SCOPUS, EconLit, ISI Listed. Impact factor: 0.273 and 5-year: 0.560). In common with N. Tzeremes (2008).

The question of why some multinational corporations (MNCs) perform better than others is at the centre of the analysis of many international business disciplines and the subject of a never-ending debate of policy makers. The dilemma of whether the MNC’s organizational culture differs from home countries’ national culture is the subject of our research. We provide empirical evidence that MNCs’ national cultures shape and dominate MNCs’ organisational cultures with a direct impact on their performances. For the first time by using performance measurement techniques and reconstructing cultural distance indexes, we are providing empirical evidence of the impact of home country’s national culture on MNCs’ performance.

JEL classification: L25, F23, C67