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962 European Entrepreneurshipone hand and as a basis for social dialogue and respect for the individual onthe other.From the previous characterisation of the features of European managementand from its simplified comparison with management styles in North Americaand Asia, it can be concluded that the management of European companiesrepresents a certain middle ground, or the connecting element between them.Indeed, North American and Asian (mainly Japanese) management styles areoften seen as radically different from the European style, particularly in termsof their focus on short-term profit in the case of North American businesses andthe efforts of Asian businesses to secure long-term growth. In this perspective,European management, characterised by the above-mentioned three features,strikes a certain balance between the North American and Asian models. Ofcourse, these features cannot be automatically applied to the practices of allmanagers in Europe, since each country maintains and develops itsspecificities, and respecting them is an inseparable part and a typical featureof European management.Like any other management style, the European style also aims to harmoniseall the forces in the company in order to maximise its performance. But theprinciple that distinguishes it from others is the emphasis on taking into accountindividual and cultural differences, which in Europe are considered a source ofcreativity and innovation, and can thus lead to the creation of real added valuein the company. It is certain that the increase in the number of internationalcompanies of world scale leads to a certain homogenisation of cooperationprocesses between the teams of individual countries, and thus also to a certainstandardisation of management styles. Nevertheless, in the perspective of everincreasing globalisation, European management can represent an interestingmodel of management and be applicable in other regions of the world in its theeffort to optimise the tension between the efforts of integration and respect fordiversity, or in other words between global management and consideringindividuals.The aforementioned characteristics of the European business environmentconsisting of orientation towards CSR, negotiation and dialogue, as well as thevalorisation of the domestic environment and its specifics were also confirmedby our research (Project VEGA, 2018). On the part of parent companies towardssubsidiaries, it is even possible to talk about a certain corporate diplomacy atthe level of HR management, a concept developed by many authors (DeRaymond, 2015; Lucas, 2012; Mirvis et al., 2014; Ru%u00ebl, 2013; Steger, 2003), andwhich can be considered another sign of European management. According tomost authors, this corporate diplomacy can be considered as a certainstrategic function of the company, inspired by the diplomacy of states, whichconsists in conception, negotiations, and anticipation. In large multinational