Even though studies of expatriates from Nordic countries have been conducted, qualitative data on expatriates in Sweden has barely been generated. This research is the first explorative study within this context. The authors have chosen a qualitative approach, interviewing both assigned and self-initiated expatriate leaders currently working in Sweden. The data is presented in the form of five case studies including three European and two non-European citizens. The cross-case analysis confirms the GLOBE study’s main finding that leadership effectiveness is contextual. It has become clear that expatriate leaders face several challenges in the Swedish business culture. These are mainly related to the speed of working, the need for consensus in the decision-making process, and the conflict avoiding tendency. These drivers demonstrate that there are certain cultural aspects unique to Sweden. Expatriate leaders need to be flexible in adapting their leadership style and be engaging with their followers in order to work successfully in Sweden.

<p>The purpose of this paper is to determine the extent to which culture, in six European and two North-American countries, affects CEO compensation. If differences in culture between countries can provide an explanation for cross-national differences in CEO compensation, it may increase multinational corporations understanding of how to design CEO compensations in the countries where they operate. Acquiring such knowledge would maximize the effect of their compensation plans. The study relates cultural dimensions to total CEO compensation and the ratio between variable compensation and total CEO compensation.</p><p>Cultural data, which comprises the study’s theoretical foundation, is based on the GLOBE study (House et al., 2004). Of the GLOBE study’s nine cultural dimensions, the study examines the five dimensions found most relevant to CEO compensation practices; performance orientation, uncertainty avoidance, institutional collectivism, future orientation and power distance. The research has been conducted through a regression analysis of 240, both private and publically listed companies. Companies with a turnover above €49 million or at least 250 employees were randomly chosen in Sweden, Germany, Netherlands, United States, Canada, France, Ireland and United Kingdom.</p><p>The study’s results shows that the cultural dimensions examined, to different extent do affect CEO compensation. The results show total CEO compensation to be negatively related to institutional collectivism, power distance and performance orientation. Further, total CEO compensation is positively related to future orientation. The proportion of variable compensation to total CEO compensation is negatively related to institutional collectivism and uncertainty avoidance. The proportion of variable compensation to total CEO compensation is positively related with future orientation. Thus we conclude that culture can contribute to understand cross-national differences in CEO compensation.</p>

The purpose of this paper is to determine the extent to which culture, in six European and two North-American countries, affects CEO compensation. If differences in culture between countries can provide an explanation for cross-national differences in CEO compensation, it may increase multinational corporations understanding of how to design CEO compensations in the countries where they operate. Acquiring such knowledge would maximize the effect of their compensation plans. The study relates cultural dimensions to total CEO compensation and the ratio between variable compensation and total CEO compensation. Cultural data, which comprises the study’s theoretical foundation, is based on the GLOBE study (House et al., 2004). Of the GLOBE study’s nine cultural dimensions, the study examines the five dimensions found most relevant to CEO compensation practices; performance orientation, uncertainty avoidance, institutional collectivism, future orientation and power distance. The research has been conducted through a regression analysis of 240, both private and publically listed companies. Companies with a turnover above €49 million or at least 250 employees were randomly chosen in Sweden, Germany, Netherlands, United States, Canada, France, Ireland and United Kingdom. The study’s results shows that the cultural dimensions examined, to different extent do affect CEO compensation. The results show total CEO compensation to be negatively related to institutional collectivism, power distance and performance orientation. Further, total CEO compensation is positively related to future orientation. The proportion of variable compensation to total CEO compensation is negatively related to institutional collectivism and uncertainty avoidance. The proportion of variable compensation to total CEO compensation is positively related with future orientation. Thus we conclude that culture can contribute to understand cross-national differences in CEO compensation.

This dissertation investigates managerial leadership and its cultural foundations in Kenya. It discusses the theoretical underpinnings of culturally contingent leadership theories, and examines Sub-Saharan African leadership through existing literature, cultural metaphors, and qualitative and quantitative methodologies. The study replicates the Global Leadership and Organisational Behaviour Effectiveness (GLOBE) methodologies with 267 respondents – managers in the finance and food processing sectors, and the civic sector (education and health). The literature review focuses on leadership issues impeding socio-economic development, complexities such as ethnic heterogeneity, colonial history, customary practices, instability in governance, conflict, corruption, and poverty. The cultural domain is also examined in terms of ethno-linguistic groups and major historical and geo-political influences on these groups. Additional aspects of culture that pose persistent problems to Kenyan leadership are explored: paternalism and patronage, and the legacy of entitlement and bureaucracy –– negative influences on workrelated relations, and managerial and political leadership. Findings on organisational culture and societal culture indicate that Kenyan values and practices are not congruent, thereby creating a unique profile of Kenyan leader attributes and leadership styles. The study identifies Bwana Kubwa (Big Boss) managerial leadership as a norm, political leadership as “a dirty game,” and an “inspirational idealist” as the preferred leader. Lastly, survey results for Kenya are compared against GLOBE dimensions of culture and leadership for Sub-Saharan Africa, as well as against West Africa. / Communication Science / D. Litt. et Phil. (Communication Science)