measuring their marketing communications activities. However, some findings were
contradictory as managers were also found to be gathering information about their
customers and appeared to be interested in what was happening in their field of business
abroad. The research discovered that IMC was not regarded as important by the
managers. Findings from the first phase gave foundation for the belief that a traditional
culture may be a barrier towards marketing and marketing communications practise.
Therefore, eight hypotheses were developed and subsequently tested in the second
phase of the research. The findings offered an indication that hierarchy culture could
act as a barrier towards marketing communications and that adhocracy culture could act
as driver. However, further research needs to be conducted to reaffirm these findings.