Global Organization - Global Managers - Global Class?

The globalization of business corporations led to the thesis that a so-called global management class would emerge, both integrating transnational companies and facilitating a global business culture which is able to turn cultural diversity into a competitive advantage. Two questions stem from this thesis: First, how do talents and high potentials in transnational companies become global managers? Second, is global management to be understood as an integrating culture or as a selective one in the context of transnational corporations? The article explores these questions by contrasting the theory of global management with empirical findings from research concerning the strategies of international management assignment and the forming of expatriates' "mental memberships". It is shown that global management rests on a 'thin'Ethos of economic rationalities which give way to an exclusive "business monoculture" challenging cultural diversity taking place in everyday-life of transnational organizations.