Kauppakorkeakoulu | Kielten ja viestinnän laitos | International Business Communication | 2009
Tutkielman numero: 12093
The role of a cross-cultural training program in interpersonal communications between Finnish and Chinese partners. Case: Kone Corporation
|Otsikko:||The role of a cross-cultural training program in interpersonal communications between Finnish and Chinese partners. Case: Kone Corporation|
|Vuosi:||2009 Kieli: eng|
|Laitos:||Kielten ja viestinnän laitos|
|Aine:||International Business Communication|
|Asiasanat:||viestintä; communication; kansainvälinen; international; koulutus; training; kulttuurierot; cultural differences; koneteollisuus; engineering industry; kansainväliset yhtiöt; international companies|
» hse_ethesis_12093.pdf koko: 687 KB (702886)
|Avainsanat:||Finnish communication; Chinese communication; International business communication; Cultural differences; Interpersonal communication; Cross-cultural training|
Objective of the study The aim of this thesis is to explore the role of a cross-cultural training program in interpersonal communications between Finnish and Chinese partners. In particular, the specific research questions are the following: What are considered in the case study to be the main cultural differences in Finnish and Chinese business communication? What are the key points of a cross-cultural training program of Kone Corporation that help interpersonal communication between Finnish and Chinese partners? What are the recommendations to be considered in organizing cross-cultural training processes in Kone Corporation in order to improve interpersonal communication between Finns and Chinese?
Methodology and Theoretical Framework
The data for this qualitative single case study was collected from a cross-cultural training program of Kone Corporation, Finland. The research method consists of six semi-structured and five email interviews with English trainer of a consulting company, Finnish HR managers/specialists and employees of Kone, a Chinese manager who is working in Finland, and a Chinese PhD student of HSE. The theoretical framework of this study was based on Vihakara’s (2006) framework of comparing Finnish and Chinese managers, but it has been modified by adding cross-cultural training program as a tool to help interpersonal communication between Finnish and Chinese partners.
Findings and Conclusions
Four cultural differences as answers to research question one are related to (1) directness of communication, (2) face saving and hierarchy, (3) masculinity vs. femininity and individualism vs. collectivism and (4) attitudes towards knowledge sharing. The key points of a good cross-cultural training program to researcj question two are: attracting employees involved in international operations to participate; speeding up employees’ adaptation to a new culture; using the tailored coaching method and theories; in addition providing a forum for collecting, sharing and analyzing feedback about the usefulness of the program. In the end, two recommendations can be given to answer last research question: first, develop the diversity of the contents for the program; second, group the participants using different criteria (not only nationality).
Verkkojulkaisut ovat tekijänoikeuden alaista aineistoa. Teokset ovat vapaasti luettavissa ja tulostettavissa henkilökohtaista käyttöä varten. Aineiston käyttö kaupallisiin tarkoituksiin on kielletty.