Though increasingly attractive to Western investors, China can be a daunting environment in which to start a business because of the opacity of the cultural norms and a growing sense of nationalism. An analysis of 20 years of research and local experiences highlights the modern entrepreneurial spirit that currently co‐exists with complex, traditional values in China. By better understanding the nuances of these traditions and the context in which they are most commonly manifested, Western businesspeople can foster the good relations and engagement needed to assure the success of their ventures.

Standardized systems of management are looked to as universal references for business practitioners. Yet, studies of the ISO 9000 management system in China have shown that it is often not internalized or becomes distorted in the subsidiaries of multinational enterprises. Based on 36 interviews from 20 European subsidiaries of multinational enterprises, and three interviews with representatives of the main European certification bodies, this article highlights some of the underlying causes of the apparent misrepresentation of ISO 9000. It presents a typology of ISO 9000 adoption and distortion based on the social and organizational institutional context, showing the cognitive, normative, and regulative aspects, as well as the influence of learning priorities and organizational logic. The results reveal that the mistaken perception that ISO 9000 is a product guarantee is not only widespread in China, but even affects the way in which laws are formulated there. They also show that a multinational's own organizational priorities and logic can play a key role in this phenomenon. © 2012 Wiley Periodicals, Inc.

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Most international organizations, particularly multinational companies, have to deal with two cultures: the culture of the country of origin and that of the country where subsidiaries are located. The International Thermonuclear Experimental Reactor (Iter) project in Cadarache, France, requires the collaboration of individuals representing more than 30 different cultures at the same site. Consequently, Iter is considered not only a unique scientific project, but also an exceptional intercultural undertaking. Could some of the policies at Iter be reproduced elsewhere? Information collected over three years reflects the institutional contexts that favor or constrain these policies and allows for a comparison of Iter's intercultural management policies with those of other international organizations. © 2013 Wiley Periodicals, Inc.

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