Corporate Culture and International Business

Abstract Corporate culture plays a pivotal role in shaping international business strategies, influencing how multinational enterprises (MNEs) operate, integrate subsidiaries, manage cross-border teams, and innovate across markets. This paper examines theoretical frameworks such as Schein’s levels of culture, Hofstede’s cultural dimensions, Hall’s context theory, and Bartlett & Ghoshal’s MNE strategies. It highlights empirical evidence showing that adaptive and strategically aligned corporate culture enhances global performance, while cultural misalignment can hinder integration and innovation. Managerial implications and best practices for cultivating a globally adaptive corporate culture are discussed, alongside limitations and directions for future research.