Adopt and adapt seems to be one of the key principles of the Corporate sector these days. As MNCs and TNCs extend their networks, camouflaging themselves is one of the most effective ways to appeal within the local space. Even though these companies have a culture of their own, popularly referred to as “Corporate Culture“ which usually is uniform, it’s clash with “local culture” of site companies may lead to problematic relations and create conflict. It is to address this difference, the two polar extremes are incorporated together by the companies, which leads to the adoption of “local cultures” within the “Corporate culture”.
For a country like India, marked by its celebration of diversity, the Corporate sector has made a conscious attempt to take make merry of these festivities not only to establish itself with more acceptance but also to promote the spirit of festival for bringing about more effectiveness amongst employees through distribution of “Bonus”; this is to make sure that welfare of employees is not overlooked and they’re provided with the deserved amount for the work they put in during these busy and gay seasons of the year. Such schemes help greatly for these companies to keep themselves going by building an atmosphere of mutual exchange of benefits. It has made sure that the celebrations are taken up alongside fun activities, so employees get a chance to get themselves free from the monotonous office regime. We often find companies based in cities like Gurugram and Noida organising Diwali fairs, which could be taken as an illustration of stated above.
Considering this cross-culture fusion within the terms of management theory, helps us to realise that having a dynamic corporate culture constituted of several events, tradition and norms, help companies to build their own autonomy. Local culture finds itself immersed within the corporate culture, solidarity strengthens and so does the distinction of brand. As this proceeds an “Organisational culture” develops, which is not about changing local culture through corporate fixing or vice versa, but selectively blending the two as per business objectives. This proves to be helpful as forcing and adjusting the two might not always work and can often lead to problems of disengaged employees, high turnover, poor customer relations and lower profits.
Globalisation has opened up gateways for companies to extend and expand all over the globe, but their success cannot be assured by this mere expansion and networking. It’s determined by how effectively and selectively they incorporate the diverse cultures of the world into their fold, without giving up their formal corporate culture that promotes a certain work ethic and efficiency simultaneously.
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