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Cross-Cultural Training: Bridging Japan and Sweden
University of Gävle, Faculty of Education and Business Studies, Department of Business and Economic Studies, Business administration.
University of Gävle, Faculty of Education and Business Studies, Department of Business and Economic Studies, Business administration.
2017 (English)Independent thesis Advanced level (degree of Master (One Year)), 10 credits / 15 HE creditsStudent thesis
Abstract [en]

Aim – The aim of the study is to investigate the way trust and relationships can be affected by Cross-Cultural Training, which will ultimately enhance intercultural business performance.

Methodology – Qualitative data is gathered by conducting semi-structured interviews which provide deep responses on Cross-Cultural Training among Japanese companies operating in Sweden. Based on secondary data, theoretical discussions are grounded serves as a foundation for the study.

Findings – The study resulted in two categories of companies in which one applies Cross-Cultural Training in order to build and maintain trust and relationships when developing intercultural business practices among Japanese companies and Swedish subsidiaries. Whereas the other type of companies have a different type of International Organizational Structure in which Cross-Cultural Training is redundant and relationships and trust are preserved since they do not interact directly with the Japanese- Headquarters or employees.

Limitations – The research is solely based on an extensive qualitative study. Thus, a quantitative study should be conducted in order to support these findings to provide more rigidity and reliability. A complementary study from a Japanese perspective would clarify the reasons behind the decisions made in Sweden.

Implications – Academicians can extend this study in order to understand the deeper reason on why some companies decide to work with an organisational structure which differs from the traditional working behaviours and dimensions of national culture. Furthermore, the study provides implications for business managers to anticipate different cultures when conducting international business. It furthermore forms a basis for academicians to conduct future research on Cross-Cultural -business and –training. These implications are generalizable across a manifold of industries since the study is based on a multiple case study.

Place, publisher, year, edition, pages
2017. , 59 p.
Keyword [en]
Cross-Cultural Training, Cultural Dimensions, Globalization, International Business, Business Performance, Trust, Relationships
National Category
Social Sciences Business Administration
Identifiers
URN: urn:nbn:se:hig:diva-24528OAI: oai:DiVA.org:hig-24528DiVA: diva2:1114475
External cooperation
Toyota; Nissan; Mitsubishi; Fujitsu; Panasonic; Sharp; Canon; Epson; Kyocera; Nikon; Olympus; TDK; Daikin
Subject / course
Business administration
Educational program
Business administration – master’s programme (one year)
Supervisors
Examiners
Available from: 2017-09-20 Created: 2017-06-23 Last updated: 2017-09-20Bibliographically approved

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CiteExportLink to record
Permanent link

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