culture evolved around the desired behavioural norms, especially for those involved in international assignments. Virtually all the managers interviewed reported that they 'felt at home' at other subsidiaries because they recognized the IP culture, which indicates that the above values represent a belief system that defines the identity of P. Culture transmission begins with selection/induction and progresses through subsequent training and career management. Managers can expect to advance through the hierarchy it by their behaviour, they demonstrate an adherence to the above corporate/cultural values. The Role of IdeologyFollowing Beyer (1981) and Simons and Ingram (1997), we draw from Apter's (1964) contention that ideology is the link between belief and action (see Figure 1). This view is developed further in Wilson's (1973) treatment of ideology in terms of how it engenders understanding and at the same time serves as a guide for action. We adopt this view of ideology to argue that the understanding of the reality of the social world of IP is achieved through a conception of cultural beliefs. These beliefs are realized in part through the actions of managers to achieve the status of an international organization as well as their own career objectives through MTD. Therefore, while the cultural values represent the belief system, MTD offers the opportunity for action. The belief system stands for the set of ideas as to how the social world of IP operates, and more importantly, what is considered to be the 'right' way to behave and act. Through the analytical concept of ideology, we can begin to understand the assumptions about the 'right' way to behave, whose interests are being served and why IP managers acquiesce in the supposedly integrative values.By embedding integrative values within the MTD system that determines career advancement, the organization in effect emasculates potentially deviant and non-conformist individual interes...
