<p>This thesis attempts to investigate if national culture still is a factor to consider for large multinational organizations when choosing a supplier, or if the global business environment due to globalization has become so standardized and homogenous that the influence of national culture differences has diminished. Existing academic literature is divided regarding this matter; some studies indicate that the influence of national culture on business relations is subtle while other argues that national culture differences may be a source for potential barriers and problems and therefore still an important factor to consider. The issue of globalization has also divided researchers, some argue that globalization has made it possible for a homogenous business culture to emerge while other argue that globalization is a myth and ‘global companies’ are in reality regional. Empirical information was collected through interviews at head offices from four large Swedish multinational companies and questions were asked to determine the importance of national culture when choosing a supplier, the influence national culture has on organizational culture and to what extent a homogenous business culture has emerged. The study’s findings identified little evidence to support the idea that cultural difference is a significant factor to consider when conducting business relations. None or very little consideration to national cultural differences was paid when choosing a supplier. However, consideration was sometimes taken to organizational culture, which findings indicate is partly influenced by national culture. The interviewed organizations were of the opinion that at high management level a ‘global culture’ has emerged, and therefore the ‘way of doing business’ has become more uniform. The conclusion, which turned into more of a tendency indication, made from this thesis were that although national cultural differences still exist and probably will do so for some time, the influence it has on ‘business-to-business’ relations between multinational organizations at high management levels has diminished due to the emergence of a more homogenous global business culture.</p>

This thesis attempts to investigate if national culture still is a factor to consider for large multinational organizations when choosing a supplier, or if the global business environment due to globalization has become so standardized and homogenous that the influence of national culture differences has diminished. Existing academic literature is divided regarding this matter; some studies indicate that the influence of national culture on business relations is subtle while other argues that national culture differences may be a source for potential barriers and problems and therefore still an important factor to consider. The issue of globalization has also divided researchers, some argue that globalization has made it possible for a homogenous business culture to emerge while other argue that globalization is a myth and ‘global companies’ are in reality regional. Empirical information was collected through interviews at head offices from four large Swedish multinational companies and questions were asked to determine the importance of national culture when choosing a supplier, the influence national culture has on organizational culture and to what extent a homogenous business culture has emerged. The study’s findings identified little evidence to support the idea that cultural difference is a significant factor to consider when conducting business relations. None or very little consideration to national cultural differences was paid when choosing a supplier. However, consideration was sometimes taken to organizational culture, which findings indicate is partly influenced by national culture. The interviewed organizations were of the opinion that at high management level a ‘global culture’ has emerged, and therefore the ‘way of doing business’ has become more uniform. The conclusion, which turned into more of a tendency indication, made from this thesis were that although national cultural differences still exist and probably will do so for some time, the influence it has on ‘business-to-business’ relations between multinational organizations at high management levels has diminished due to the emergence of a more homogenous global business culture.