This experience shows the TAI BANK’s HR expected that the business school could implement its program and instructions without much discussion. The participants believed they had just to follow instructions without any discussion. Conversely, NORDED representatives were expecting more feedback and communication from TAI BANK’s HR and from the program participants. This situation (low versus high Power Distance) shows how cultural differences can complicate the successful cross border transfer of knowledge. As Galang (1999) had already pointed out management practices are often transferred without regard to differences among countries that may affect the practice’s success, that is, culture is one critical difference that needs to be considered. Bhagat, Kedia, Harveston and Triandis (2002) suggest a model where the effectiveness of cross-border transfer is directly related to the type of knowledge involved and the transfer is influenced by the group´s Cultural Patterns implicated in such transactions. Those authors argue that Individualism and Collectivism strongly influence ways of thinking. Moreover, they influence how members of a culture process, interpret, and make use of a body of information and knowledge. Those authors developed some propositions (pp. 209211):