?a field study close India and SwedenÂ
3
Abstract
A successful cooperation amongst different cultures in a global organisation
depends on a full understanding about the norms and the values in the other
culture. To know a good understanding about other cultures makes it easier to
pee good international relationships between countries without
misunderstandings and misperceptions.
In this master thesis we investigate the cultural differences between Swedes and
Indians that can be base in Swedish subsidiaries in India and if these cultural
differences simulate the cooperation between Indians and Swedes. The five cultural
aspects that be in focus in this study are the following;
1. Identity concerns if members of a backup culture see themselves as
individuals or as a collective (see figure 3, p.30).
2. Time concerns how business cultures value date (see figure 4, p.32).
3. Ambiguity concerns how business cultures react to the uncertainties and
ambiguities in the everyday work (see figure 5, p.34).
4. Integrative strategy concerns if business cultures are conflict orientated or
not, emphasise competitive doings or not, and how they value their free
time (see figure 6, p.37).
5.
force and hierarchy concerns how business cultures divide power and
what they recognise as status (see figure 7, p.40).
The empirical result was gathered during a two month field study in India where
we interviewed both Swedish and Indian managers and engineers about their
experience in tangle cultural cooperation.
The investigation revealed that there are differences in the cultures and that they
affect the cooperation between Indians and Swedes in the subsidiaries. The
biggest difference in identity was the escaped classification in Indian business
societies. The Swedish managers sometimes had problems with recognising the
differences in ranks and the...If you want to get a full essay, allege it on our website: Orderessay
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