Karen Crennan, Paul F. Nunes and Marcia A. Halfin [Archive.org URL]

Companies should not presume to treat all employees—or customers, for that matter—in a single country as having the same culture or national identity, even in developed nations. Many of today’s employees have spent long periods of time in more than one country, creating sustained connections that deeply affect spending and consumption (for example, continued remittances to family in home countries), social ties, gender roles and relations, and involvement in local politics, as well as cross-border entrepreneurship and business networks. Companies must no longer assume their employees’ fundamental loyalties, mindsets, and values and beliefs are those of the country in which they labor.

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