Abstract
Modern companies can not longer hold on to a "go-it-alone" philosophy in the modern networked business world. Global companies look for business opportunities outside their traditional boarders and have therefore to deal with cross-cultural issues in its everyday life. Human interaction in cross-cultural organizational contexts is more and more complex. Our case study examines the interaction between Denmark-based group Lego and one of its subsidiaries Lego Media in London. Lego is a notable example of how managing a cross-boarder venture may be difficult if cultural peculiarities are not fully understood by both protagonists. Through the comparison of values and attitudes of both Danish and British cultures, we will investigate the cross-cultural issues raised. Lego has a policy of playing down its national origins as a Danish company as far as its brand is concerned. However, managerial practices in the Group headquarters are strongly influenced by Danish culture. Lego Media's employees, mainly British, have their own national culture and sets of values. London managers are encouraged to compose with "internal" Danish way of working.
