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Ledarskap i andra kulturer: En studie i när spanska centralstyrda företag möter den svenska lokala marknaden
Södertörn University College, School of Business Studies.
Södertörn University College, School of Business Studies.
2006 (Swedish)Independent thesis Advanced level (degree of Magister), 10 points / 15 hpStudent thesis
Abstract [es]

Palabras claves: liderazgo, cultura española y sueca, liderazgo situacional

Durante las últimas décadas, la globalización se ha extendido a todo el mundo. El desarrollo de nuevas tecnologías ha evolucionado rápido y nos ha dado posibilidades para enfrentar nuevos mercados más fácilmente que antes. Las condiciones para las empresas han cambiado y hoy en día no compiten solamente en su mercado local si no también con empresas en todo el mundo. Las empresas que entran en nuevos mercados se vuelven internacionales y diferentes culturas se mezclan en la organización. Esto a menudo es un problema ya que diferentes culturas utilizan distintos tipos de liderazgo. Qué pasa cuando una empresa española entra en el mercado sueco?

Hemos realizado esta investigación con el propósito de ver si una organización española, con un liderazgo centralizado, que entra en un mercado sueco, debe adaptarse a las diferencias culturales o puede seguir con la misma estructura de la organización que en el país de origen.

Resultado

En conclusión hemos notado que pueda haber grandes diferencias entre dos países europeos y que la ignorancia de estas diferencias pueden resultar en grandes problemas y malentendidos para las empresas. Las empresas españolas que abren sucursales en Suecia a menudo se encuentran en problemas en las siguientes situaciones:

· El trabajo esta por sobre el bienestar del trabajador.

· Un empleado es nombrado en un cargo por sobre otro aunque tenga menos experiencia.

· Los empleados son controlados y no pueden tomar iniciativas por el diseño estricto de la tarea del trabajo.

· Cuando existe una grán distancía entre jefes y empleados.

Esto lo podemos resumir en que las empresas españolas no han implementado un liderazgo situacional, en el que la empresa se adapta a la cultura, al abrir sus sucursales en Suecia. La adaptación del liderazgo ha sido minima y forzada por las experiencias que las empresas han vivido durante su estancia.

En conclusión una empresa, aunque tenga el poder centralizado en el país de origen, tiene que adaptarse y conocer hasta cierto punto la cultura del país de destino para tener éxito en el nuevo mercado.

Abstract [en]

During the last decades the globalization has spread and is now a concern for the entire world. The technological development has exploded and has given us new possibilities and access to information that make it possible to meet new markets. The conditions have changed and the companies not only compete with their closest competitors on the local market but also with everyone in the same business over the world. Companies go abroad with different entry modes to get new market shares and this results in a more international and multicultural organization. This is not always without problems since the companies are confronted with different types of cultures that are reflected in the organization and its work. Different kinds of leadership are used in different kinds of cultures but what happens when two cultures meet?

For example in Swedish culture hierarchy and power distance are distant ideas unlike the Spanish culture where it is to a great extent frequent.

After finishing the investigation it turned out that the cultural differences inside an organisation between two European countries can be big although in the beginning it’s not noticed. The ignorance of knowledge about the culture in the country of destination, from the employers, often contributes to a lot of problems and misunderstandings. We found that Spanish companies who open branches in Sweden often come across problems in following situations:

· When the work task is given priority to the wellbeing of the employees.

· When a less experienced person is given a position ahead of a more experienced employee.

· When the staff is controlled and can’t take their own initiative or haven’t the possibility to be flexible because of the strictly designed work task.

· When big differences in power distance between employer and employee are expressed.

We can establish that the implementation of the situational leadership has been rather absent in the beginning when opening in Sweden. The adjustment has come gradually and was strained because of the knowledge the Spanish companies acquired regarding Swedish employees and their culture. The companies were forced to adapt some of their leadership to the Swedish culture to be able to succeed on the Swedish market. The conclusion we come to is that a certain amount of situational adjustment is necessary even for the centralised governed company when opening branches in other countries.

Place, publisher, year, edition, pages
Huddinge: Institutionen för ekonomi och företagande , 2006. , 55 p.
Keyword [en]
Leadership, Spanish and Swedish culture, situational leadership.
Keyword [sv]
Ledarskap
National Category
Business Administration
Identifiers
URN: urn:nbn:se:sh:diva-428OAI: oai:DiVA.org:sh-428DiVA: diva2:16126
Uppsok
samhälle/juridik
Supervisors
Examiners
Available from: 2006-01-20 Created: 2006-01-20

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CiteExportLink to record
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Citation style
  • apa
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