Multinational business agreements require specific techniques. Capitalize on whether the implementation of own strategies and methods relating to the business that have been successful in their own land, will be consistent and successful abroad. So then, might be assumed that the greater the cultural gap, the lower the commitment to turn up in strange lands.

However, cultural differences may hinder the meeting of local support to facilitate adaptation and, therefore, encourage the organization to “assume full ownership of its facilities so that they can more efficiently control the subsidiaries’ (Chen and Hu , 2002). This dilemma, not only refers to the decision on the mode of landing (purchase and installation, franchising, export, local dealers, etc..) But also on how integrated management, in case the arrival takes place directly, after a merger or acquisition. Circumscribe the cultural distance to the geographical to at least greatly simplify the problem, but can be a first variable consider that, accompanied by language, origin (Latino, Anglo, Asian), the socio-economic and other independent variables (outside the scope of the business), can help the contrast and understanding of differences. The simultaneous presence and concurrence of two cultures, creates a new space where the challenge of integration must necessarily be achieved from the conservation of symbols and objects from every nation with no place to restrict the convergence. .