Cultural Differences and Training Term Paper

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Cross-Cultural Management

Education and Training for Cross-Cultural Management at IKEA

Business across borders has presented significant challenges for multinational organisations. Due to cultural differences between countries, a multinational organisation is compelled to take the differences into account during important processes such as human resource management. IKEA, a Swedish multinational firm, is one organization in which the challenge of cross-cultural management is relevant. Significant cultural differences between the U.S. and Sweden may make Swedish practices inappropriate in the U.S. All the same, the organisation can overcome cultural barriers by implementing a cross-cultural education and training program. The program, which would take the form of deliberately planned seminars and workshops, would equip employees with knowledge and ability to work effectively in a cross-cultural environment. It would be more appropriate for the organisation to hire an external cross-cultural management consultant as it may not have such expertise internally. Implementing the training program would obviously involve time and financial resources. Nonetheless, the long-term benefits would be worthwhile.

Introduction

Today, owing to factors such as technology, globalisation, as well as worldwide political and socioeconomic integration, business organisations have operations in different countries across the world. While this has been beneficial for businesses in terms of expanding their global presence, and enhancing their performance, it has presented significant challenges. Different countries tend to have different cultures. Culture literature extensively demonstrates that both individual and group behaviour are dictated by the underlying national or societal culture (Lucas, Lupton & Mathieson, 2006; Browaeys & Price, 2008; Bhattacharyya, 2010). Without acknowledgement of these differences, management across cultures can be a challenging endeavour. A particular style of management, for instance, may be appropriate for one country, but inappropriate in another. Education and training can be a powerful tool for overcoming the barriers presented by cultural differences.

IKEA, a Swedish furniture and home appliances firm, has operations in over 40 countries across the world, including Europe, North America, and Asia Pacific. Therefore, the topic of cross-cultural management is particularly relevant for the organisation. Without adequate cross-cultural knowledge, the organisation may not effectively manage its multinational operations. This paper presents a proposal for the implementation of education and training at IKEA to address the opportunities and challenges associated with managing across cultures. Though the organisation has operations in tens of countries of around the world, focus is specifically on the U.S., which is one of its largest markets. Taking into account cultural differences between the U.S. (host country) and Sweden (country of origin), the paper pays attention to culture shock, cultural identity, human resource management across cultures, and strategies for overcoming cultural barriers.

Culture Shock

One of the outcomes of coming across different cultures is culture shock. Culture shock essentially describes the disorientation an individual may experience upon coming into contact with an alien culture (Bhattacharyya, 2010). The disorientation often occurs when the individual moves to a foreign country. Behaviours and norms in the host country may cause the individual to experience discomfort, boredom, withdrawal, homesickness, as well as psychological distress (Browaeys & Price, 2008). The individual may resort to stereotyping or hostility toward nationals of the host country. Whereas culture clash may be a significant source of stress for some individuals, others readily assimilate into the host culture by abandoning their original identity (Bhattacharyya, 2010). Other individuals adopt cultural aspects of the host country they perceive as positive, while maintaining their own identity.

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Culture shock is a relevant concept for IKEA. Though there are a number of similarities between the American and Swedish cultures, significant differences exist. These differences can be a source of shock for Swedish nationals moving to the U.S. Some of the aspects of the American culture a Swedish national would find peculiar include obsession with cars, friendliness, fixation with body weight and image, a fast lifestyle, widespread gun ownership, abusive language, as well as censorship. In addition, Americans expect everyone to have knowledge of English and to have a robust sense of patriotism. Other aspects include expensive healthcare, extensive use of credit cards, giving tips virtually for every service offered, little availability of public transportation, and unusually large distances between cities.

The friendliness of the Americans can be particularly troubling for Swedish nationals, who generally prefer to maintain personal space. Whether on the streets, at work, or the store, Americans are fond of greeting and initiating conversations with others with enthusiasm. Swedish nationals may find the over-friendliness upsetting. At work, for instance, a Swedish individual may be irritated by friendly gestures from colleagues of American origin. Generally, the Swedish individual would be interested in work matters as opposed to creating friendships or engaging in conversations just about anything. Therefore, it is important for IKEA to consider the culture shock its Swedish employees would receive when working in its U.S. subsidiary.

Cultural Identity

Cultural identity is also a relevant concept for IKEA. It basically denotes the extent to which an individual identifies with or feels part of a group (Bhattacharyya, 2010). The identity is informed by factors such as nationality, race, ethnicity, language, historical background, religious beliefs, gender, and sexual orientation (Browaeys & Price, 2008). Cultural identity is what makes an individual or a group of individuals to perceive themselves as unique from the rest. Whereas Americans may be defined by a number of aspects, one major aspect that defines them is their determination to achieve their fullest potential and pursue individual happiness. Americans desire to be self-reliant and independent, they are adventurous, and strongly believe that one's success or failure is directly related to their deliberate choices and actions. For Swedish individuals, the lack of a uniform cultural identity is evident. This may be due to the rich ethnic diversity of Sweden. Swedish people tend to be characterised by acceptance of differences and tolerance for diversity. In addition, similar to the Americans, Swedish people strive for independence and self-reliance.

The impact of cultural identity on an organisation cannot be denied. This is particularly true in an organisation with individuals from diverse cultures. Each cultural group may bring their identities to the workplace, and may want that identity to be acknowledged. At IKEA, for instance, individuals of Swedish origin may want their tolerance for diversity to be upheld. This may be a challenge in a context where diversity is yet to be fully embraced like the U.S. These differences in cultural identity may impose a significant challenge on the organisation. It may be quite difficult for employees from the country of origin to work effectively at the host country.

Human Resources and the Cross-Cultural Organisation

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