Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Swedish MNCs in China: Managing and Organizing Across Borders
Jönköping University, Jönköping International Business School, JIBS, Business Administration.
Jönköping University, Jönköping International Business School, JIBS, Business Administration.
Jönköping University, Jönköping International Business School, JIBS, Business Administration.
2012 (English)Independent thesis Basic level (degree of Bachelor), 10 credits / 15 HE creditsStudent thesis
Abstract [en]

Purpose: The purpose of this study is to investigate how and to what degree Swedish multinational companies (MNCs) adapt to local conditions when they establish subsidiaries in China, and if cultural differences play an important role in their operations.

Background: The major challenge for MNCs establishing abroad is the configuration and integration of their country subsidiaries (Galbraith, 2000). Therefore, it is vital to understand how activities within an organization, such as structures, processes, reward systems, and people practices, should be designed in order for the company to be as efficient as possible (Weiss, 2007; Kesler & Kates, 2011). Swedish direct investments in China have increased significantly in the late 2000s, especially in the eastern regions, where a majority of about 650 Swedish companies in China are located (Swedish Trade Council, 2012a). Establishing across borders is a step towards future growth, but it is important to note that a cross-border expansion comes with many challenges (Galbraith, 2000).

Method: This study uses a qualitative research method by investigating the experiences and practices of two Swedish multinational companies with operations in Shanghai, China. Information has been collected from eight respondents in the form of interviews and open-ended questionnaires.

Conclusion: Swedish MNCs standardize their organization to a large extent when they establish subsidiaries in China, and culture has a slight influence on the practices of Swedish MNCs but does not play a major role for the business as a whole. 

Place, publisher, year, edition, pages
2012. , 57 p.
Keyword [en]
Organization Design, Culture, Cross-Culture Management, China, Sweden, Multinational Company, Standardization, Localization, Star Model, National Cultural Dimensions, Cultural Differences
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hj:diva-18370OAI: oai:DiVA.org:hj-18370DiVA: diva2:532113
Subject / course
IHH, Business Administration
Uppsok
Social and Behavioural Science, Law
Supervisors
Examiners
Available from: 2012-06-13 Created: 2012-06-09 Last updated: 2012-06-13Bibliographically approved

Open Access in DiVA

fulltext(732 kB)1077 downloads
File information
File name FULLTEXT01.pdfFile size 732 kBChecksum SHA-512
45a5396512dbb230f147af572a710ca4b489e2b1410b70ea839f185837ea33eac48d863feaaad0b9a7a90b9fb9dd6ba7346ff6efb4a045c55a5fe97dd8947663
Type fulltextMimetype application/pdf

By organisation
JIBS, Business Administration
Business Administration

Search outside of DiVA

GoogleGoogle Scholar
Total: 1077 downloads
The number of downloads is the sum of all downloads of full texts. It may include eg previous versions that are now no longer available

urn-nbn

Altmetric score

urn-nbn
Total: 803 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf