<p><strong><p>Seminar Date: 28th May, 2010 <strong></strong></p><p>Level: Master Thesis – EFO705 <strong></strong></p><p>Program: MIMA – International Business and Entrepreneurship <strong></strong></p><p>Authors: Alisa Pongsriwat & Wissawa Aunyawong <strong></strong></p><p>Title: Cross Institutional and Cultural Barriers: The opportunity of Thai entrepreneurs in doing business in Sweden - <em>Case study of Restaurant business <strong></strong></em></p><p>Tutor: Sune Tjernström <strong></strong></p><p>Background: Doing Thai Restaurant in Sweden seems to be opportunity of Thai entrepreneurs as there are potential trend leading to business success and many advantages supporting investment. However, cross institutional and cultural barriers can cause business failure. <strong></strong></p><p>Research Problem:´How can Thai entrepreneur overcome the cross institutional and cultural barriers for successfully running restaurant business in Sweden to beat in Swedish market? <strong></strong></p><p>Purpose: Our purpose is to understand and explain the cross cultural barriers in doing Thai restaurant business in Sweden in the context of cultures embedded in both Thailand and Sweden. The foundation of our research is based on the case study of Thai food restaurants in Sweden. <strong></strong></p><p>Method: Our research is mainly based on qualitative research using the case study and the secondary information gathered during the research. We have also taken into account some primary information by conducting three semi-structured interviews from the Thai owners of Thai restaurants in different locations in Sweden. All the information collected during the course of our research has been analyzed and has finally led us to a conclusion. <strong></strong></p><p>Conclusion: After the analysis of outcomes, both from the interviews and the secondary information conducted, we concluded that Thai entrepreneurs need to strictly follow the laws and regulations of Sweden because they cannot be changed. They also need to adapt some norms and cultures but not too much in order to maintain Thai uniqueness as competitive advantage in Swedish market. We have recommended that Thai entrepreneurs should recognize the key characteristics between Thai and Swede as the key successful business. <strong></strong></p><p>Contribution: Our research will give the useful information and practical recommendations in the future to the Thai entrepreneurs in Thailand, who are interesting in doing business in Sweden in order to seeking new opportunity.</p></strong></p><p> </p>

Seminar Date: 28th May, 2010 Level: Master Thesis – EFO705 Program: MIMA – International Business and Entrepreneurship Authors: Alisa Pongsriwat &amp; Wissawa Aunyawong Title: Cross Institutional and Cultural Barriers: The opportunity of Thai entrepreneurs in doing business in Sweden - Case study of Restaurant business Tutor: Sune Tjernström Background: Doing Thai Restaurant in Sweden seems to be opportunity of Thai entrepreneurs as there are potential trend leading to business success and many advantages supporting investment. However, cross institutional and cultural barriers can cause business failure. Research Problem:´How can Thai entrepreneur overcome the cross institutional and cultural barriers for successfully running restaurant business in Sweden to beat in Swedish market? Purpose: Our purpose is to understand and explain the cross cultural barriers in doing Thai restaurant business in Sweden in the context of cultures embedded in both Thailand and Sweden. The foundation of our research is based on the case study of Thai food restaurants in Sweden. Method: Our research is mainly based on qualitative research using the case study and the secondary information gathered during the research. We have also taken into account some primary information by conducting three semi-structured interviews from the Thai owners of Thai restaurants in different locations in Sweden. All the information collected during the course of our research has been analyzed and has finally led us to a conclusion. Conclusion: After the analysis of outcomes, both from the interviews and the secondary information conducted, we concluded that Thai entrepreneurs need to strictly follow the laws and regulations of Sweden because they cannot be changed. They also need to adapt some norms and cultures but not too much in order to maintain Thai uniqueness as competitive advantage in Swedish market. We have recommended that Thai entrepreneurs should recognize the key characteristics between Thai and Swede as the key successful business. Contribution: Our research will give the useful information and practical recommendations in the future to the Thai entrepreneurs in Thailand, who are interesting in doing business in Sweden in order to seeking new opportunity.

Title: IKEA's brand culture in today's Chinese market: Focus on Shanghai Level: Final assignment for Master of Business Administration Author: Hongming Yang, Chen Hu  Supervisor: Maria Fregidou-Malama Date: 2012-June Aim: The aim of this study is to analyze the collected information to study the IKEA's brand culture and consumer psychology and behavior in Shanghai market nowadays. By using Hofstede´s cultural dimensions to assess the IKEA's brand culture in Shanghai we give suggestions to IKEA about how to adapt to the regional market.  Method: Use of primary data which were collected through interviews, with a  questionnaire provided to managers. Secondary data in form of articles, books and published literature has been collected through databases such as DIVA, Emerald and the library at Gävle University. We use qualitative analysis to study the issue. Result &amp; Conclusions: IKEA's brand culture to provide good quality products to improve people's life in Shanghai in cheap price is not so clearly understood. IKEA has to adjust its marketing strategy, such as improving the quality of its products, or reducing the price, to remove the Shanghai consumers' confusion and misunderstanding of IKEA, in order to suit the Shanghai regional culture. Contribution of the thesis: We suggest that multinational enterprises should pay attention on the regional culture of the market they want to enter in. It is  important that the enterprises know the Shanghai consumers' culture requirements, which can lead enterprises to promote their brand culture.

Japanese companies have been said to rarely have strategies that resemble the ones that can be seen in literature from the Western world. However, even though Japanese companies do not show the same kind of strategy as can be found in the west, it does not necessarily mean they have no strategy at all. Recent studies have shown that Japanese companies do show clarity in their approach to strategy. Still, not much research can be found on this subject. When the world is becoming more globalized and multinational, it is of interest for both the companies’ stakeholders and shareholders to know how they operate, and their strategic planning process is one part of this. The research question therefore becomes: How does the process of strategic planning in Japanese companies work and in what way is the Japanese culture an influence? The main purpose of this master thesis is to provide a deeper understanding concerning the concept of strategic planning in Japanese companies. It also has two sub purposes. Firstly, this research aims towards understanding the current strategic planning process, in what way it is used in Japanese companies. Secondly, it will try to understand if the Japanese culture influences the strategic planning process and if so, in what way.The thesis is based on a qualitative study with semi structured interviews where five respondents were divided into two categories (based in the respondents’ background), two respondents with a Japanese view and three with an international view. A constructionist ontological position, interpretivism epistemological position and an inductive scientific approach have been adopted.The theoretical framework is divided into two parts; the first concerns the strategic planning process and the second Japanese business culture.Analysis was done across the two different categories of respondents’ and from my research I have found that the strategic planning process in Japan is different from company to company but that they all tend to share one important step, consensus. I have also found that Japanese culture has had a great impact on the strategic planning process although there seem to be a shift towards becoming more streamlined and more international to be able to compete on the global market.The practical implications of my findings are that since Japanese companies seem to incorporate their culture into their strategic planning, it is important that the field of strategic planning research take into consideration the culture and its effect on the strategic planning process. Japanese companies also need to assess if strategic planning should be used as a way towards becoming more globalized, and if so, in what way.

The study of organisations’ information security cultures has attracted scholars as well as healthcare services industry to research the topic and find appropriate tools and approaches to develop a positive culture. The vast majority of studies in Saudi national health services are on the use of technology to protect and secure health services information. On the other hand, there is a lack of research on the role and impact of an organisation’s cultural dimensions on information security. This research investigated and analysed the role and impact of cultural dimensions on information security in Saudi Arabia health service. Hypotheses were tested and two surveys were carried out in order to collect data and information from three major hospitals in Saudi Arabia (SA). The first survey identified the main cultural-dimension problems in SA health services and developed an initial information security culture framework model. The second survey evaluated and tested the developed framework model to test its usefulness, reliability and applicability. The model is based on human behaviour theory, where the individual’s attitude is the key element of the individual’s intention to behave as well as of his or her actual behaviour. The research identified a set of cultural and sub-cultural dimensions in SA health information security and services.

Voluntary participation of citizens in formal organizations is considered an important indicator of an efficient civic society. It is also one of the assumptions of functional democratic regime. In this diploma thesis, I explain the differences between countries in civic involvement with general characteristics of national cultures. These characteristics were clearly described and defined by Geert Hofstede. I use his dimensions in this paper. The paper should contribute to understanding the motivations for engaging in formal organizations. As it proves that commitment is significantly related to the culture of the nation (especially to the cultural dimension Uncertainty Avoidance), it is clear that the change in the activity of citizens can be very slow and the differences between nations are likely to remain.

<p><strong>Research Problem: </strong>To what extent the corporate culture of an international joint venture resembles the organizational and national culture of its parent firms?</p><p><strong>Purpose: </strong>The purpose of this research is to study and explain the organizational and national culture of the partner companies that are involved in the international joint venture and finds out the extent to which the corporate culture that is embedded in the joint venture possess a resemblance with its parent's culture.</p><p><strong>Method:</strong> Our research is qualitative in nature and is based upon the case study and the secondary information gathered during the research. We have also taken into account some primary information through conducting three semi-structured interviews from each of the company involved in the joint venture. All the information collected during the course of our research has been analyzed in such a manner that has eventually led us to a formidable conclusion.</p><p><strong>Conclusion:</strong> After the analysis of results, both from the interviews and the secondary information, we came to a conclusion that the corporate culture at the joint venture possess some similarities with the national and organizational cultures of its parent firms and this likeness depends upon the location of origin of the joint venture and the employees working in it.   </p>

Research Problem: To what extent the corporate culture of an international joint venture resembles the organizational and national culture of its parent firms? Purpose: The purpose of this research is to study and explain the organizational and national culture of the partner companies that are involved in the international joint venture and finds out the extent to which the corporate culture that is embedded in the joint venture possess a resemblance with its parent's culture. Method: Our research is qualitative in nature and is based upon the case study and the secondary information gathered during the research. We have also taken into account some primary information through conducting three semi-structured interviews from each of the company involved in the joint venture. All the information collected during the course of our research has been analyzed in such a manner that has eventually led us to a formidable conclusion. Conclusion: After the analysis of results, both from the interviews and the secondary information, we came to a conclusion that the corporate culture at the joint venture possess some similarities with the national and organizational cultures of its parent firms and this likeness depends upon the location of origin of the joint venture and the employees working in it.

The objectives of the present study were (1) to examine the relationship between culture and value concepts, (2) to compare Post-communist Turkic students studying in Turkish universities and Turkish university students based on their value structures, and (3) to attempt to integrate Triandis&rsquo / and Schwartz&rsquo / s conceptualizations of culture. The sample of this study consisted of Turkish university students (N=292) and Post-communist Turkic students studying in Turkish universities (N=299). Individualism-Collectivism (INDCOL) Scale measuring individualism-collectivism and vertical-horizontal dimensions of culture and Portrait Values Questionnaire (PVQ) measuring the main value types and dimensions were employed to all participants together with some demographic measures. Partial correlation analysis (gender and age were controlled) revealed systematic relationships between culture and value types in expected direction. Horizontal-collectivists appeared to give priority to value of benevolence, vertical-individualists to achievement, and vertical-collectivists to power. The comparison of two samples indicated that Post-communist Turkic sample reported higher levels of embeddedness and lower levels of intellectual autonomy, affective autonomy and egalitarianism than Turkish students. The findings concerning the integration of different culture and value conceptualizations demonstrated that Post-communist Turkic sample reported higher levels of vertical-collectivism and lower levels of horizontal-individualism than Turkish sample supporting acclimation-compensation hypothesis. Findings were discussed in the light of relevant literature and characteristics of the samples, recent developments in Central Asia, and acculturation issues. The study has contributed to the existing literature on the cross-cultural validation of relationship between culture and value conceptualizations using student samples from rarely examined cultures.

National culture is deeply rooted in values, which are learned and acquired when we are young (2007, p. 6), and „embedded deeply in everyday life. (Newman & Nollen, 1996, p. 754). Values have helped to shape us into who we are today. In other words, as we grow older, the cultural values we have learned and adapted to will mould our daily practices. This is reflected in our actions, behaviours, and the ways in which we communicate. Based on the previous assertion, it can be suggested that national culture may also influence organisational culture, as our „behaviour at work is a continuation of behaviour learned earlier. (Hofstede, 1991, p. 4). Cultural influence in an organisation could be evidenced by looking at communication practices: how employees interact with one another as they communicate in their daily practices. Earlier studies in organisational communication see communication as the heart of an organisation in which it serves, and as „the essence of organised activity and the basic process out of which all other functions derive. (Bavelas and Barret, cited in Redding, 1985, p. 7). Hence, understanding how culture influences communication will help with understanding organisational behaviour. This study was conducted to look at how culture values, which are referred to as culture dimensions in this thesis, influenced communication practices in an organisation that was going through a change process. A single case study was held in a Malaysian organisation, to investigate how Malaysian culture dimensions of respect, collectivism, and harmony were evidenced in the communication practices. Data was collected from twelve semi-structured interviews and five observation sessions. Guided by six attributes identified in the literature, (1) acknowledging seniority, knowledge and experience, 2) saving face, 3) showing loyalty to organisation and leaders, 4) demonstrating cohesiveness among members, 5) prioritising group interests over personal interests, and 6) avoiding confrontations of Malaysian culture dimensions, this study found eighteen communication practices performed by employees of the organisation. This research contributes to the previous cultural work, especially in the Malaysian context, in which evidence of Malaysian culture dimensions of respect, collectivism, and harmony were displayed in communication practices: 1) acknowledging the status quo, 2) obeying orders and directions, 3) name dropping, 4) keeping silent, 5) avoiding questioning, 6) having separate conversations, 7) adding, not criticising, 8) sugar coating, 9) instilling a sense of belonging, 10) taking sides, 11) cooperating, 12) sacrificing personal interest, 13) protecting identity, 14) negotiating, 15) saying „yes. instead of „no., 16) giving politically correct answers, 17) apologising, and 18) tolerating errors. Insights from this finding will help us to understand the organisational challenges that rely on communication, such as during organisational change. Therefore, data findings will be relevant to practitioners to understand the impact of culture on communication practices across countries.