IntroductionThis report will argue that Sylvie Chevrier's (2009) study on the relevance of national culture for international managers is interesting but programmatic research. The article questioned the importance of national culture for managers facing a globalized business, arguing that "much of individuals' behavior cannot be explained by cultural values ​​or shared perception, and called for a different definition of national culture. The article is divided into four sections. The first defines and explains the difference between political culture and national culture. The second section uses Switzerland as an example to examine the importance of national political culture. The third part of the report demonstrates the link between political culture and management practice in Switzerland. The fourth and final section examines the effects and implications of a stubborn national culture for managers. Brief description of the article reviewed. The aim of the article is to propose political culture as an alternative approach to understanding the shared values, norms or beliefs of people in a given society or country. . The study reveals that the concept of national culture does not exist and therefore cannot be applied on a global scale. Especially in a country like Switzerland, divided by various internal linguistic and religious borders. The lack of a strong national culture and difficulty in communication have caused different regions to remain private and form small political communities. This makes it difficult to bring out national culture in such a country and creates many challenges and obstacles for international business leaders. However, the article states that the existence of political and cultural value...... middle of paper ...... better gets our points across. The benefits of these changes were obvious: we had a much more organized team, we worked and set our goals together, explained roles and fostered team accountability. The overall productivity and creativity of the team changes, which ultimately allows us to achieve our goal. In conclusion, Chevrier attempted to prove that culture cannot be applied at the national level and called for an alternative to national culture in today's business world. The difference exists within small regions of a country. The case study of Switzerland is used to illustrate this. By claiming that people feel more like they belong to their region than to the country. Unfortunately for Chevier, the research she has undertaken is not extensive enough to support her claims, or even to answer the question: is national culture still relevant to management in a global context? ??