Chilean commercial manager)The extent to which managers understand and absorb corporate values is measured through regular performance evaluation and review on completion of courses/assignments. The review involves reports on 'learning points' and a proposal on how to implement lessons learned. Career management involves evaluating managers' capacity to train others and inculcate corporate values. Managers realize, therefore, that their own advancement is partly dependent on their ability to transmit the IP culture. One noteworthy outcome is that manager turnover was described as 'close to nil'. This is attributable to, inter alia, the firm's retention strategy, whereby managers accept the IP culture and can realize career prospects. The use of financial, motivational and cultural instruments to secure retention has been noted (e.g. Kamoche and Mueller 1998). The achievement of 'ideological homogeneity' is therefore manifest in the way people opt to work for TP, or how IP policies select people. Managers described how IP created and ta ught its cultural values by 'teaching' managers and subordinates, tolerating mistakes to allow people to learn, and building trust. The quotes below illustrate the diversity of these processes: 'We want to hire people who aren't too specialized and are excited by an international career. I wouldn't, for example work for a UK firm, I think they're too narrow. They see their world on very British terms, and you can't afford to do that if you're competing globally, let alone in Europe.' (British commercial manager)'We don't believe in hiring mavericks, you know, the types that really stick out. We want team players who really support the IP style. Once they understand the IP vision, they can respond to external pressures. So, as an IP manager, you have to be a part of this whole culture to do your job.' (Pakistani marketing manager)'How do you get people to be international? We move them around jobs across t...
