Danish management has followed a specific recipe, which enabled the national and international part of the organisation to exist side by side. Now the time is ripe for managers with a distinct national tradition of management to tackle some of their most ingrained assumptions about the international superiority of their management model. Managers can get better at recognizing these biases, at challenging them and at basing their decisions on what actually works in an international context. The book reflects on these issues through case studies of organization and management of international activities in Danish-based firms.