• Specific versus Diffuse: Managers from specific cultures such as Denmark are much more prone to criticize subordinates directly and openly without regarding their criticism as a personal matter. In the context of a subsidiary in a diffuse culture such as a personal matter. In the context of a subsidiary in a diffuse culture such as Russia, this may constitute an unacceptable loss of face.
• Achievement versus Ascription: Sending a young manager to run a subsidiary in a traditional culture such as India will involve difficulty. Likewise PROMOTING younger people within the subsidiary on the basis of their performance.