| Cultural Dominance | Occurs when the organization / culture component with the power (technology, capital, or resources) tends to impose its management system |
| Cultural Avoidance | Occurs when the organizational component acts as if there are no differences (more frequently used by collectivistic cultures – particularly when the unresolved issue is less important than the overall relationship) |
| Cultural Compromise | Occurs when policies and practices are broadly similar between two or more cultures involved. Works best and is often limited to those most similar to US (i.e. western Europe). May also involve concessions by both sides in order to work together. Powerful partner usually has to concede less. |
| Cultural Accommodation | Occurs when one component completely follows the local system (labor, management, organization) of a local company (i.e found in organizations which have a polycentric approach) |
| Cultural Synergy | Occurs when two or more cultures attempt to form an organization based on combined strengths, concepts, skills, all parts of organization involved. |
Based
on Nancy Adler, pp 115-117
| BSAD 560 Intercultural Business Relations |