Exploring the Key Challenges in Cross-Cultural Business Collaborations: A Case Study of Finnish and Pakistani Business Partnership

Abstract

This thesis investigates the unique challenges of cross-cultural collaboration within Company X, a Finnish brand that partners with a Pakistani manufacturing unit. The highlight of the research is the fact that both partners share the same heritage and nationality-Pakistani. It offers a distinctive perspective on the interplay between shared nationality and diverse operational environments. The study adopts a qualitative approach and uses interviews to unravel the complexities of cultural dimensions, communication styles, and leadership within the company. This study builds upon the theories of Cultural Dimensions, Intercultural Communication, and Organizational Culture and Leadership. The research uncovers how cultural norms, communication barriers, and leadership differences significantly impact the effectiveness of the partnership. Key findings include a deep understanding of the challenges and specific strategies that Company X can implement to bridge cultural gaps and enhance collaboration. The research also contributes to broader discussions in international business as it provides a practical framework for businesses involved with similar cultural challenges. The thesis concludes with a synthesis of the research findings, discussing their relevance and application to the operations of Company X. This thesis provides Company X with strategies to improve cross-cultural communication that can enhance the effectiveness of their Finnish-Pakistani partnership. It also proposes future research directions that highlight the evolving nature of cross-cultural management. This thesis is a valuable resource for both practitioners and scholars as it explains the complexities of navigating cross-cultural business landscapes in today's globalized world.