Much has been made of ''networks'' and corporate ''culture'' as sources of cohesion in increasingly loosely structured international firms. But how strong is the ''corporate glue''? Using a case study of human resource management (HRM) in an international accounting firm, this article shows that growth and internationalization may themselves weaken the corporate glue, just as the need for global integration of activities increases. The resulting stresses lead to a greater emphasis on formal bureaucratic structures and processes, further calling into question the role of traditional culture. Alternative strategies for managing these tensions are proposed. (C) 1995 by John Wiley and Sons, Inc
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