Sensemaking of managing cultural differences in a Finnish-Polish project

Tukiainen, Sampo

doi:10.1016/j.scaman.2014.05.006

Cited by 8 publications

(6 citation statements)

References 61 publications

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“…Second, there is a limitation to the transferability of the results of this study beyond the cultural setting of the region in which the case company is embedded. Our case company is headquartered in both Finland and Sweden where power distance and organizational hierarchy are typically low, and employees possess high levels of independence and autonomy (Boye and Grönlund, 2018;Tukiainen, 2015). Perhaps due to their cultural background, talented employees studied were well equipped to participate in key projects and create key positions as part of their project work in the first place.…”

Section: Practical Implicationsmentioning

confidence: 99%

The role of talent management in strategic renewal

Järvi

Khoreva

2020

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Purpose The purpose of this paper is to emphasize the role of talent management (TM) in strategic renewal. Furthermore, the authors extend the existing knowledge on the process of TM implementation by underlining particular activities, which are involved in this process during strategic renewal. Design/methodology/approach The authors report a qualitative study of a TM program in a Finnish–Swedish Multinational corporation undergoing major strategic renewal. The data consist of 46 semi-structured interviews and secondary data. Findings The role of TM in the context of strategic renewal is to provide the conditions for the self-initiation and identification of potential change agents and for the development of the talented employees to perform in their roles of change agent. In the context of strategic renewal, TM process consists of identification of key projects to address critical business opportunities and challenges, the identification of talented employees to execute them, and the identification and creation of key positions. Research limitations/implications The authors encourage scholars to explore the empirical settings characterized by change and unpredictability in more detail, and thus examine the role of talented employees and TM in other specific contexts. Future studies are also encouraged to study other cultural settings and examine to what degree the process of TM implementation may positively influence attitudes and behaviors of talented employees and, consequently, the overall organizational performance. Practical implications This study offers practical advice for top management and HR managers. First, the process of TM implementation during strategic renewal should start with the identification of “must-win-battles” that can have a more profound impact on change. Furthermore, top management should allow and enable motivated potential talented employees to volunteer for the job of aiding company-wide changes. Next, top management should provide the talented employees with the space to come up with novel ideas and conceive new business opportunities. Finally, the importance of transparent and spot-on evaluation criteria should be emphasized. Originality/value The study contributes to advancing our understanding of TM and strategic management in practice.

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Section: Practical Implicationsmentioning

confidence: 99%

The role of talent management in strategic renewal

Järvi

Khoreva

2020

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“…The national cultures of individuals were to justify decisions and give the group a raison d'être. Tukiainen (2015) also applies discourse analysis to investigate a Finnish-Polish cooperation, revealing that alleged cultural differences reflect power struggles between the two parties.…”

Section: Studies At the Interpersonal And Individual Level Of Analysismentioning

confidence: 99%

“…The second major contribution of these paradigms is the demonstration of the role of power at play in connection to culture, either in the narrative construction of national culture differences or individual identities (Ybema and Buyn 2009;Tukiainen 2015;Moore 2016) or in the use of cross-cultural training (see Cheng 2010). Referring to culture can hide social, political, or other forms of inequalities that the individuals who are interacting are experiencing (Primecz, Mahadevan, and Romani 2016).…”

Section: Contributions From the Postmodern And Critical Paradigmsmentioning

confidence: 99%

Cross-Cultural Management Studies: State of the Field in the Four Research Paradigms*

Romani

Barmeyer

Primecz

et al. 2018

International Studies of Management & Organization

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Cross-cultural management research is often confined to the positivist tradition, which is archetypically illustrated by the seminal work of Hofstede. However, this gives an incomplete overview of the field to which three additional research paradigms contribute: interpretivist, postmodern, and critical. Our ambition is to raise awareness of the presence of multiple paradigms in cross-cultural management research. This meta-theoretical positioning allows researchers to consider the insights and contributions from the different paradigms. We aim to achieve this by presenting a brief overview of the state of the field in each paradigm, thus, stressing areas of studies that enrich our understanding of the interaction between culture and management (at the national, organizational, interpersonal, and individual levels). We then highlight the specific contributions of these four paradigms, drawing especially upon the postmodern and critical works, as they have been repeatedly overlooked in reviews. The article concludes by mentioning how more interactions between the paradigms can be developed and can lead to further knowledge development.

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“…Studies inspired by radical humanist thoughts in CCM tend to challenge the concept of national culture, which they view as a grand narrative (Vaara 2002;Tienari et al 2005) and a construction that promotes a stable and rather homogeneous understanding of culture(s) (McSweeney 2002(McSweeney , 2009. When linked to postmodern thought, they reveal hybrid, changing, and mixed cultural identities, depending upon the contexts (see Barinaga 2007;Magala 2009;Tukiainen 2015), influenced by power-effects (Mahadevan 2017). They also put cultural diversity, fluidity, and dynamism at the center of the investigation.…”

Section: The Radical Humanist Paradigmmentioning

confidence: 99%

Critical Cross-Cultural Management: Outline and Emerging Contributions

Romani

Mahadevan

Primecz

2018

International Studies of Management & Organization

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Critical perspectives on cross-cultural management (CCM) are increasingly present in our research community; however, they are spread over multiple research fields (e.g., international business, International Human Resource Management (IHRM), diversity, and gender and/or race studies). Critical researchers tend to have agendas and foci that address topics others consider beyond CCM's scope, such as gender in intercultural training, religion in the multi-cultural workplace, or the relationship between CCM knowledge and the military. We intend to sketch here the contours of this stream of research we call critical CCM and to clarify the broadly shared research studies' agenda. By using Burrell and Morgan (1979) matrix and stressing critical studies' inspirations in two paradigms, radical structuralism and radical humanism, we propose a paradigmatic positioning of the studies. Subsequently, we articulate Critical CCM research agenda around denaturalization, reflexivity, and emancipation. We conclude by asserting a critical performative agenda in a dialog with practitioners. In brief, our ambition is to specifically outline Critical CCM research and show its emergent contribution to CCM research.

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Sensemaking of managing cultural differences in a Finnish-Polish project

Cited by 8 publications

References 61 publications

The role of talent management in strategic renewal

The role of talent management in strategic renewal

Cross-Cultural Management Studies: State of the Field in the Four Research Paradigms*

Critical Cross-Cultural Management: Outline and Emerging Contributions

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