In search of Nordic management styles

Smith, Peter B.; Andersen, Jon Aarum; Ekelund, Bjørn Z.; Graversen, Gert; Ropo, Arja

doi:10.1016/s0956-5221(03)00036-8

Cited by 73 publications

(55 citation statements)

References 12 publications

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“…The obvious historical similarities between Finland and Sweden have often led to overgeneralisations about an undifferentiated 'Scandinavian culture', with the implicit understanding that all Nordic countries have very similar cultural values (Smith et al, 2003).Some of the most widespread stereotypes about Finnish and Swedish cultures as ascribed to business companies such as Nokia and Ericsson.…”

Section: Stereotypes and Counter-stereotypes Of Nordic Leadership -Thmentioning

confidence: 99%

Discourses of leadership changeorchanges of leadership discourse?

Ilie

2017

JEDEP

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Abstract. The present study focuses on the discursively performed leadership during periods of transition and change in the context of competition-driven organizations. It explores discourses of leadership in a diachronic perspective, scrutinising the ways in which they construct and re-construct corporate and culturerelated identities. Drawing on interviews and press conferences with several CEOs of two multinational companies, Nokia (Finland) and Ericsson (Sweden), an investigation of the challenges of leadership branding was carried out in a discourse-analytical and pragma-rhetorical perspective. Particular emphasis has been placed on systematically comparing the presentations in letters to employees by the CEOs of Nokia andEricsson. This comparative study provides evidence for the internal and external challenges underlying leadership discursive construction and re-construction aimed at ensuring a consistent interconnectedness between a company's values and its competitive qualities.

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Section: Stereotypes and Counter-stereotypes Of Nordic Leadership -Thmentioning

confidence: 99%

Discourses of leadership changeorchanges of leadership discourse?

Ilie

2017

JEDEP

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“…Thus, when I worked as a tour guide for Japanese tourists in Bergen and was told to remember to tell my Japanese guests to mind their step or to make sure not to leave their umbrella behind, I embarrassingly felt they must think I was treating them like children. Norwegian management style is marked by leaders who downplay their authority, delegate tasks and expect employees to make independent assessments and find solutions on their own (Smith et al, 2003;Grenness, 2003). However, when politeness is guided by the belief that people like to be left alone, there are also linguistic implications, as in case 6.…”

Section: Informal Impolitenessmentioning

confidence: 99%

‘Typically Norwegian to be impolite.’ Impoliteness according to whom?

Rygg

2017

FLEKS

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“…The results showed no universal leadership traits, but traits were common for subgroups of countries. More general research into cultural differences in leadership has reported that a main characteristic of Scandinavian leaders is that they show a lot of confidence and listen more to their subordinates, and less to their superiors, compared with other cultures (Smith et al, 2003).…”

Section: Theorymentioning

confidence: 99%

“…One should be careful about drawing general conclusions about Hospitality and Tourism students in general because there is reason to believe that Norwegian students have a somewhat different view on management due to cultural differences (see e.g., Gerstner & Day, 1994;Smith et al, 2003). On the other hand, relations between predicting variables and clustering will presumably have a more general character and indicate patterns in a larger population.…”

Section: Setting and Samplementioning

confidence: 99%

Management Principles in Hospitality and Tourism

Marnburg

2007

Journal of Human Resources in Hospitality & Tourism

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ABSTRACT.Research into implicit leadership theories has revealed that people's conceptualizations of good and bad leadership, based on their experiences, have impacts on how they perceive leadership. This paper presents results from a study of 148 freshman Hospitality and Tourism Management students' preferences of management principles. It focuses on dichotomy principles in three dimensions, how tasks are defined (Functionalism vs. Idealism), how decisions are reached (Conflict vs. Harmony), and how organizational resources are utilized (Organic vs. Mechanic). The main findings were that there were large differences in the students' preferences and four characteristic groups were identified, though explaining the differences by mainly demographic variables was problematic. The findings and their implications are discussed with regard to industrial and educational implications and further research.

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In search of Nordic management styles

Cited by 73 publications

References 12 publications

Discourses of leadership changeorchanges of leadership discourse?

Discourses of leadership changeorchanges of leadership discourse?

‘Typically Norwegian to be impolite.’ Impoliteness according to whom?

Management Principles in Hospitality and Tourism

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