Learning from the Euro Disney Experience

American businesses make assumptions about the transferability of their business, management, marketing, economic and structural models of organizing which frequently fail to take into consideration cultural differences. An example of the consequences of such an approach to intercultural business practice can be found in the Disney Corporation's recent European venture, now called Disneyland, Paris. Lack of cultural sensitivity and the negative infiltration strategy used by the Disney Corporation resulted in a great loss of time, money and reputation for which the corporation has only recently begun to compensate. It is the primary thesis of this article that the initial losses experienced by the Disney Corporation may have been prevented if only its representatives had known then what they know now: simply put, that organizations are not distinct, separate entities capable of functioning outside their physical, social and cultural environments. That insight, of course, calls for a different approach to international business, one which begins with the most basic aspect of human organizations, namely effective, meaningful, communicative interactions between people

Business · Corporation · Cultural Sensitivity · Economics · Management · Political science · Public relations · Reputation · Sociology · Law · Marketing · Media, Gender, and Advertising · Psychology

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