Corporate versus societal culture: a comparative study of McDonald’s in Europe

Examines the human resource policy of one US multinational company (MNC) (the McDonald′s Corporation) operating in the hospitality industry in Germany and the UK. Focuses on the makeup of the workforce, levels of unionization and worker participation. These issues are analysed in the context of the debate about the convergence or divergence of behaviour in organizations and the increasing globalization of economic activity. Suggest that although the company has been unable to avoid union involvement at industry level in Germany (as it has in the UK) unionization and industrial democracy are still seen as highly undesirable in both countries. Concludes that, while there are aspects of societal culture which cannot be totally evaded or overridden, the meaning and value of societal culture are continually and consistently being undermined by the pressure for convergence as represented in this case by one MNC′s corporate culture.