Future of Cultural Management in Finland : the perspective of non-Finns on cross-cultural leadership and management in Finland

Abstract

This study investigates the dynamics of cross-cultural management in the context of Finnish workplaces, analyzing the experiences and perceptions of both international workers and Finnish managers. This thesis is based on the theories of Geert Hofstede's Cultural Dimensions and the Cultural Competence of Leaders. These theories aid in understanding cultural differences and improving cross-cultural communication. Additionally, the thesis highlights cross-cultural training in Finnish companies to enhance employees' understanding of diverse cultures and underscores the importance of continuous learning for Finnish leaders to effectively manage multicultural teams. Through qualitative interviews with three international workers and two Finnish managers, spanning various industries, the study explores themes of cultural awareness, conflict resolution, and organizational practices. Participants explain their own experiences, where some report positive interactions with Finnish managers, while others encounter initial challenges in communication and cultural adaptation. Perceptions of Finnish culture vary among participants, with some stereotypes aligning with expectations while others diverge. A notable finding is the absence of comprehensive cultural training programs in many organizations, underscoring the need for improved cross-cultural management systems. Additionally, the study identifies differences in industries suggesting potential areas for enhancement. This study highlights the importance of fostering inclusivity and harmony in the workplace through enhanced cultural understanding and proactive leadership initiatives. Future research could explore statistical analyses of the labor market share of foreign-background workers and assess the effectiveness of cross-cultural management strategies across different industries.