Anne-Marie Søderberg

Rethinking Cross Cultural Management in a Globalizing Business World

Cross cultural management is often regarded as a discipline of international management focusing on cultural encounters between what are perceived as well-defined and homogeneous entities: the organization and the nation-state, and offering tools to handle cultural differences seen as sources of conflict or miscommunication. The authors argue that this approach is out of phase with the business world of today, with its transnational companies that face the challenges of the management of global knowledge networks and multicultural project teams, interacting and collaborating across boundaries using global communication technologies. The authors emphasize the need for an alternative approach which acknowledges the growing complexity of inter- and intra-organizational connections and identities, and offers theoretical concepts to think about organizations and multiple cultures in a globalizing business context.

Cultural Dimensions of International Mergers and Acquisitions

International Mergers and Acquisitions - the issues and challenges, S. Cartwright Different approaches to the understanding of culture in Mergers and Acquisitions, M. Cardel Gertsen et al Cultural awareness and national versus corporate barriers to acculturation, R. Larson, A. Risberg Managing cultural differences in cross-cultural Mergers and Acquisitions, S. Fortsmann A cross-national assessment of acculturative stress in recent European Mergers, P. Very et al Leadership and culture in transnational strategic alliances, A.R. Malekzadeh, A. Nahavandi Hungarian culture and management issues within foreign-owned Hungarian production companies, S.B. Baca The pragmatics of communication in Mergers and Acquisitions, St. Kleppsto Foreign Acquisitions in Denmark, M. Cardel Gertsen, A.M. Soderberg.

The HR function in large‐scale mergers and acquisitions: the case study of Nordea

Purpose – The paper aims to report on an in‐depth study of the merger and acquisition processes involved in the creation of the leading financial services corporation in the Nordic countries: Nordea. The purposes are, first, to describe the roles played by the HR function and examine the effects of the roles enacted by the HR function on how the workforces were managed and integrated in the post‐merger processes; second, to analyze issues influencing the changing roles played by the HR function in Nordea during the merger processes.Design/methodology/approach – The data for this paper were collected mostly through 60 interviews with HR managers and top executives in Nordea. In addition to the interviews, access was provided to company‐internal material and consultancy reports concerning the HR function.Findings – The paper finds that the Nordea case shows, on the one hand, typical problems in organizing and managing HR issues, but also illustrates, on the other, how the HR function is easily left with a s...

Inpatriation in a globalising MNC: knowledge exchange and translation of corporate culture

This paper draws on a qualitative case study of inpatriation in a globalising multinational company headquartered in Denmark. Based on analysis of in-depth interviews with inpatriates from the People’s Republic of China, the USA, Brazil and Japan, we discuss their experiences at headquarters. We focus on the potential of inpatriates as mediators of knowledge flows between headquarters and subsidiaries. Although the inpatriates’ knowledge is seemingly not exploited in a systematic manner, they are well situated to act as boundary spanners, and also as cultural mediators. The inpatriates’ perceptions of the case company’s corporate values of openness, empowerment and worklife balance point to their potential as mediators when developing a global company’s corporate culture and translating it to various cultural contexts. We also touch upon the roles that an HR department plays in inpatriate assignments, and finally, we discuss the implications of our study for new HR initiatives and future research.

Communication and collaboration in subsidiaries in China - Chinese and expatriate accounts

The purpose of this article is to explore how Chinese and expatriate managers, working in subsidiaries of five MNCs, communicate and collaborate, what kind of cultural encounters they talk about and give prominence to in their accounts of critical incidents, how they reflect upon them/explain them, and how they cope with perceived similarities and differences to improve cross-cultural communication and collaboration within a global organisation. Using an inductive qualitative methodology and thematic analysis, the study draws on in-depth narrative interviews with 29 expatriate and 39 Chinese managers and experts. The specific value of this paper is that it explores a hitherto under-researched issue and provides insight into well-educated expatriate and Chinese managers’ accounts of how they perceive themselves and others in a multicultural work context. In both groups, we find widely travelled, flexible and open-minded people, who are ready and have the capabilities to conduct cross-cultural leadership.

Short-term International Assignments

Multinational companies (MNCs) face an increasing need for leaders with international job experience, openness towards people with other cultural backgrounds and receptiveness to other ways of doing business within the organization. Traditionally, such cross-cultural skills and abilities are acquired during long-term expatriation and nurtured through training and mentoring. However, long-term assignments are expensive for companies (Stahl & Bjorkman, 2006, pp. 167–168) and strenuous for many employees. The HR manager’s remarks above raise a relevant question as to whether cultural sensitivity can be nurtured through a number of shorter stays in several regions, in particular because many international assignees have had internships abroad or studied at foreign universities and thus are expected to have quite a different take on working in multicultural business contexts than their parents’ generation.

Translocality in Global Software Development: the Dark Side of Global Agile

What happens when agile methods are introduced in global outsourcing set-ups? Agile methods are designed to empower IT developers in decision-making through self-managing collocated teams. We studied how agile methods were introduced into global outsourcing from the Indian IT vendor’s perspective. We explored how agile processes in global outsourcing impacts work conditions of the Indian IT developers, and were surprised to find that agile methodologies, even after 3 years of implementation, created a stressful and inflexible work environment negatively impacting their personal lives. Many of the negative aspects of work, which agile methodologies were developed to reduce, were evident in the global agile outsourcing set-up. We propose translocality to repudiate the dichotomy of global/local reminding us that methodologies and technologies must be understood as immediately localized and situated. Translocality helps us to explain why we cannot determine the impact of global agile as a methodology independent of how it unfolds at particular sites. Instead, we must attend to concrete practices of use when evaluating the impact of new methods.

Boundary Spanners in Global Partnerships: A Case Study of an Indian Vendor’s Collaboration With Western Clients

Western companies’ outsourcing of projects to emergent markets is increasingly being replaced by strategic partnerships that require close collaboration between clients and vendors. This study focuses on interorganizational boundary-spanning activities in the context of global information technology (IT) development projects from the rare perspective of Indian vendor managers in one of the world’s largest IT service companies. It draws on a qualitative study of a collaborative partnership and focuses on the key boundary spanners who are responsible for developing trustful and sustainable client relationships and coordinating highly complex projects. We analyze vendor managers’ narratives of their collaboration with a European client in a long-term project, which is presented as a strategic partnership in an outsourcing 3.0 mode. The study offers a rich and conceptualized account of those managers’ boundary-spanning activities and a context-sensitive understanding of their boundary work. The study applies Bourdieu’s concept of capital (economic, cultural, social, and symbolic) not only in its analysis of the two powerful partners but also in its discussion of the boundary-spanning activities that are reported. The analysis demonstrates the coexistence of transactive and transformative modes of collaboration in the studied case. It reveals both the importance of partner status and the impact of that status on the forms of boundary-spanning activities in which the partners engage. Finally, this study suggests new research questions that will promote an understanding of both transactive and transformative boundary spanning and the reciprocity of boundary-spanning activities between vendor and client in a global collaborative partnership.

Recontextualising a strategic concept within a globalising company: a case study on Carlsberg's ‘Winning Behaviours’ strategy

A corporate strategy is often formulated on the executive floor at headquarters. However, in order to make it live in an organisation, middle management and employees must be involved and make sense of it. These actors thus contribute to, participate in and enact the strategy in processes where it may take on new meanings and forms. This article investigates how ‘Winning Behaviours’, a strategic concept developed on the initiative of top management at the Carlsberg Group in order to improve global integration in the multinational organisation, was recontextualised. It draws upon interviews and observations as well as documents collected at the company headquarters in Denmark and in its subsidiaries in China and Malaysia. Here, expatriate and local managers tried to give sense to the Winning Behaviours in various ways, and employees brought their own local leadership ideals into play when they tried to make sense of the preferred behaviours and turn them into daily practices. The process of creating a new strategic concept and making it live in other sociocultural contexts was facilitated by headquarters staff in the Human Resources and Communications departments, who thus played an important role as change agents in the ‘glocal’ strategy process.

Intercultural communication within a Chinese subsidiary of a Western MNC: Expatriate perspectives on language and communication issues

Abstract This study investigates Polish expatriates’ stories of encounters with local personnel in a Chinese subsidiary of a Western multinational company. A narrative analysis of the stories produced important insights into Polish-Chinese communication in an intra-subsidiary context. Low proficiency in the host language was a serious obstacle to expatriate socialization and a source of expatriates’ exclusion and social isolation in the workplace, which often led to stress, frustration, and negative attitudes toward collaboration with local personnel. Language-related issues prevented the expatriates from acquiring information from Chinese superiors, learning about problems within a team, and participating in decision-making. The findings of this case study relate to communication challenges in the Chinese subsidiary, expatriates’ accounts of how they overcame communication difficulties, and their reflections on what fostered and hampered intercultural communication.