This degree work is framed within the research line of organizational studies of the Universidad del Rosario. It seeks to analyze the characterization of the organizational culture of the parent company and the headquarters in Colombia, of a Chinese multinational in the information and communications technology sector, in order to identify the variations between the culture expected by the company and what is expected. observed in Colombia. With this analysis, it is expected to provide recommendations to improve the process of acculturation in the Colombian environment, and contribute to the adaptation of policies, strategies or processes generated in China. The study arises from the difficulty that the multinational company has to apply the strategies, guidelines and processes carried out by the parent company, in the more than 100 countries where it has a presence. What is expected by the directors is to apply the policies in a homogeneous and successful way, but the results in each subsidiary differ considerably among them. For various authors such as Nahavandi and Malekzadeh (1988, p. 80), Cartwright and Cooper (1993, p. 59), Anzola (2008, p. 1) and C. E. Méndez (2018), the problem could lie in the organizational culture of the company in Colombia in contrast to the organizational culture on which the strategies and processes were originally designed and implemented. Therefore, it is considered that if the Chinese company in question, and even any multinational company, manages to clearly describe and understand the organizational culture of each of its subsidiaries, it could select the appropriate strategy and tools to achieve an effective implementation of the management plans drawn up by the parent company. In that order, this thesis work seeks to characterize the organizational culture that Colombian employees have and those of the parent company of Chinese origin, and incidentally in Colombia, to analyze the differences and similarities, first identifying if the implementation difficulties in Colombia of the processes generated and tested in China are related to differences in organizational culture; and second, make recommendations on the key points that the company should implement to produce a cultural transformation, if it is the case, that allows global processes to be successfully implemented. The study is carried out by applying the MEDECO technology (Methodology for Describing Organizational Culture), which is based on a solid theoretical framework and under the definition of culture as the collective consciousness that is expressed in the system of meanings shared by the members. of the organization that identifies and differentiates them from others by institutionalizing and standardizing their social conduct. Such meanings and behaviors are determined by the concept that the leader of the organization has about the person, the structure, the cultural system and the climate of the organization, as well as by the interrelation and mutual influence that exists between these (C. E. Méndez, 2006). The study would serve the company to motivate similar studies in other countries, as well as a reference to multinational companies that have similar problems. Similarly, with the review of the literature carried out in the theoretical framework, it seeks to contribute to the study of organizational culture as a real axis of transformation in companies and provide a context of the findings and trends of academic studies both in Colombia and in the rest of the world. China. Finally, the characterization of the organizational culture of Chinese employees could serve as a reference for the study of other companies in various sectors, since there are common factors generated by the environment and the country's own culture. This contribution responds to the need to better understand Chinese companies that have progressively expanded not only in Colombia, but throughout Latin America.
