Cultural challenges in international co-operation launches in financial management
Luoma-aho, Emma (2021)
Luoma-aho, Emma
2021
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2021110319255
https://urn.fi/URN:NBN:fi:amk-2021110319255
Tiivistelmä
The aim of this study was to define the major issues behind the challenges arisen within new international clients’ financial management absorption. The request for the research came from the company need for clearance in launching processes considering the servant specialists and client representatives mutual understanding over change implementation. Eventually this study aims to improve success in new international co-operation launches for the case company through cultural awareness.
The study focused on case company’s International Financials Unit (IFU), but also gathered information from clients’ perspective for improving customer satisfaction and enabling creation of better solution for new clients. The research was conducted with qualitative methods and data gathered with open discussions and close observation of the starring company operations in international business reflecting to existing literature surround the topic. The data gathered were processed with great delicacy honouring company policy obeying the obligations of confidentiality and GDPR.
The main idea was to define the root causes for the challenges in this type of change management starring at case company’s International Accounting (IA) teams. Several issues arise from the complain of lack in understanding the clients’ business operations and practises, yet also discovered were the internal management -related loops of the case company resources. This study results suggests what would need deeper consideration before starting the novel international co-operation, in order to manage the change more fluently in future absorptions embracing the chaos global environment induces.
The research methods chosen exceeded the expectations in issue identification, and with close reading and narrative analysis the material resulted with somewhat surprising findings. Internal facility management difficulties revealed, when the claimed existing internal knowledge is being poorly available resulting with client- and employee dissatisfaction. There more, communication habit differences highlight out of unexpected circumstances culminating in lingual walls between not only different natives but also within industrial jargon. Overall, system development overweights the cultural recognition causing frustration in both CC and client operations. There by, more attention for internal knowledge evaluation and reflection towards client argumentation could be suggested in future collisions.
The study focused on case company’s International Financials Unit (IFU), but also gathered information from clients’ perspective for improving customer satisfaction and enabling creation of better solution for new clients. The research was conducted with qualitative methods and data gathered with open discussions and close observation of the starring company operations in international business reflecting to existing literature surround the topic. The data gathered were processed with great delicacy honouring company policy obeying the obligations of confidentiality and GDPR.
The main idea was to define the root causes for the challenges in this type of change management starring at case company’s International Accounting (IA) teams. Several issues arise from the complain of lack in understanding the clients’ business operations and practises, yet also discovered were the internal management -related loops of the case company resources. This study results suggests what would need deeper consideration before starting the novel international co-operation, in order to manage the change more fluently in future absorptions embracing the chaos global environment induces.
The research methods chosen exceeded the expectations in issue identification, and with close reading and narrative analysis the material resulted with somewhat surprising findings. Internal facility management difficulties revealed, when the claimed existing internal knowledge is being poorly available resulting with client- and employee dissatisfaction. There more, communication habit differences highlight out of unexpected circumstances culminating in lingual walls between not only different natives but also within industrial jargon. Overall, system development overweights the cultural recognition causing frustration in both CC and client operations. There by, more attention for internal knowledge evaluation and reflection towards client argumentation could be suggested in future collisions.