International management is a discipline that has yet to develop ethnographic sensitivity to the links between macro-level changes in the political economy and organizational structures and micro-level meanings and everyday life. Hassard et al. (this issue) argue that by using ethnography to study formation of middle managers' communal experiences, international management could attune to the new organizational ideology and its actualization in the everyday life of local actors in multinational corporations. In this response to Hassard et al., I note that middle managers represent a distinct occupational group that has been affected profoundly by the restructuring and delayering initiatives in corporate organizations and that their anxieties and uncertainties, shared as they may be across countries, are arguably different from the experiences of other occupational groups. Additionally, ethnographic method has traditionally studied local cultures and sites, and even the recent calls for `global ethnography...