CULTURE
The beginnings of formal writing on the concept of organizational culture started with Pettigrew (1979). He introduced the anthropological concept of culture and showed how related concepts like "symbolism", "myth" and "rituals" can be used in organizational analysis. Culture has been characterized by many authors as "something to do with the people and unique quality and style of organization" (Kilman et al., 1986), "the way we do things around here" (Deal and Kennedy, 1982), or the "expressive non-rational qualities of an organization".
MODEL AND FRAMEWORK
Various studies have shown that culture plays a significant role in organizations. The study by Kelley and Worthley agree on the Farmer and Richman (1964) model which support the role of culture in the formation of managerial attitudes, compare to the Negandhi and Prasad (1971) model that describe management philosophy as a major independent factor. This is supported by Sullivan and Weaver (2000) that cultures and institutionalized practices within countries can affect the general managerial practices within firms. In line with that, research also shows managers from Asia and from the US develop and apply different strategic orientations ( Hitt et al, 1997).
INTRODUCTION
The emergence of globalization is forcing the businesses to deal with cultural differences on a magnified scale. Doing business in Asia differs from the West. It is illustrated by Lawrence Yeo (2006) in his article, one general manager of a white goods company remarked that doing business in Asia is like watching a duck that appears calm and serene on the surface, but beneath the water is paddling furiously. And often executives in Asia are 'paddling' in a certain direction without having complete informat ...