Firms compete today in a situation of intense rivalry, in global markets that are subject to political, social and technological instability. As a result, no company can rely only on its own resources, knowledge and skills as it did in the past. Global managerial economics demands ramified, widespread and strongly interrelated organisations (networks). These complex structures favour managerial capabilities and outsourcing relations with co-makers and external partners (competitive alliances).

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... he corporate culture therefore evolves into cross-cultural management, designed to overcome the physical limits of competition (marketspace management) and the local environment. In global markets, a network corporate culture makes it possible to create organisations with uniform structures, stimulated and checked by a system of communications networks (Internet; Intranet; Extranet), and it presupposes different levels of performance evaluation, which envisage an estimate of the strategic harmonisation (chairman leadership) and of operating harmonisation (management leadership).