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Synergic model (geocentric business culture) is oriented to the use of specific features of particular national cultures and creating a unified integrated culture, which is not a result of the dominance of one, but of mutual interconnection of all regional parts of multinational organization. This model is considered to be the

model of the future. Organizations are usually structured more horizontally than vertically and decision authority is delegated to the branches. Mother organization has the coordination function. This culture creates a strong feeling of employees towards belonging to the organization and strengthens the awareness of their co- responsibility for results. Geocentric business culture usually emerges as a higher development stage of the plurality model.

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Among the advantages of geocentricism is that the company becomes truly cosmopolitan. Second global managers are able to adjust to any business environment, particularly to cultural differences. The major drawback of geocentricism is the additional costs incurred on training and relocation of expat managers. Compensation of expatriates is higher than for host country employees.
Some specialists talk about regiocentricism. It operates in the same way as polycentricism. But they differ in that polycentric company adapts IHRM practices to countries and the geocentric to regions. (Aswathappa, 2010)
More recent researches refer to a new interesting approach (Meffert, 1996 in Pošvář, 2007) according to which the types (models) of business cultures are put into the context of business strategies. This approach differentiates four types of business cultures where the synergic business culture is considered to be a development stage of the global culture, which is connected with a lapse of values and norms of behavior of the host country, and can have critical implications for many multinational organizations. (Pošvář, 2007)

2. Organizational Models

Since there are many alternatives of entry of organizations to foreign markets, there exist a number of more or less different models (types, systems of organization and management) of multinational organizations which can be divided into three groups in concurrence with the models of business cultures:

1.