Abstract
The results from the interview survey led as assume that indeed synergy effects, as an outcome of visionary and strategic corporate decision making, is influenced by the spatial aspects of work and life of foreign managers.
We can conclude the more a business environment advances in the internationalization process, the less foreign managers need to make an effort to adjust to the local culture. Global managers operate best in the global city. And, only acculturated foreign managers are expected to create synergy effects with ease in locations with a lower degree of internationalization.
