Abstract

This study examines how cultural embeddedness influences corporate management behaviors and decision-making processes through various dimensions, including national, regional, and corporate cultures. Amidst the coexistence of globalization and localization, cultural embeddedness serves as the core of informal institutions. It profoundly impacts organizational performance and long-term competitiveness by infiltrating management mechanisms, employee motivation, innovation management, and social networks. Drawing on embeddedness theory and cultural control theory, and employing both quantitative and qualitative research methods, this paper analyzes the restraining and facilitating effects of cultural embeddedness on managerial behaviors. It delves into the influence of different cultural layers on the complexity of multinational corporate management. The findings reveal that cultural embeddedness enhances managerial efficiency, market adaptability, and innovative capacity through its multidimensional role in social norms, belief systems, and management practices. The paper further explores directions for improving cultural measurement methods and offers practical recommendations for cross-cultural management.

Keywords: Cultural Embeddedness, Corporate Management, Cross-cultural Comparison, Innovation Management, National Culture, Regional Culture, Corporate Performance