Cross-Cultural Communication and Collaboration at BRP Finland: case study
Halonen, Hanna (2025)
2025
All rights reserved. This publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited.
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025052214787
https://urn.fi/URN:NBN:fi:amk-2025052214787
Tiivistelmä
This thesis was commissioned by BRP Finland to answer the research question: How do cultural differences affect communication and collaboration between Finnish employees and their remote managers from different cultural backgrounds at BRP Finland, and how can these challenges be addressed?
To support the exploration of this main question, three sub-questions were used:
1. What cultural differences are most relevant to the interaction between Finnish employees and their remote managers from Canada, Belgium, and Switzerland, based on Hofstede’s framework?
2. What best practices can BRP Finland learn from managers in Canada, Belgium, and Switzerland?
3. What strategies can help Finnish employees navigate cultural differences in communication and collaboration with their remote managers?
The theoretical framework of the study was Hofstede’s cultural dimensions theory, and the research was conducted as a qualitative case study. The study took place in the spring of 2025, with data collected through semi-structured interviews. The interviews were transcribed and analysed thematically.
The findings showed that, although employees were generally satisfied with their current situation, challenges emerged due to the Finnish direct and low-context communication style, low-hierarchy approach, and tendency to avoid uncertainty. In addition, Finnish employees typically did not emphasize their achievements, which could be interpreted abroad as a lack of ambition or reluctance to advance in their careers.
Based on the findings, suggestions for development were provided. In addition, a separate guidebook for internal use at BRP Finland Ltd. was created to support employees in recognizing cultural differences and developing their cross-cultural competencies.
To support the exploration of this main question, three sub-questions were used:
1. What cultural differences are most relevant to the interaction between Finnish employees and their remote managers from Canada, Belgium, and Switzerland, based on Hofstede’s framework?
2. What best practices can BRP Finland learn from managers in Canada, Belgium, and Switzerland?
3. What strategies can help Finnish employees navigate cultural differences in communication and collaboration with their remote managers?
The theoretical framework of the study was Hofstede’s cultural dimensions theory, and the research was conducted as a qualitative case study. The study took place in the spring of 2025, with data collected through semi-structured interviews. The interviews were transcribed and analysed thematically.
The findings showed that, although employees were generally satisfied with their current situation, challenges emerged due to the Finnish direct and low-context communication style, low-hierarchy approach, and tendency to avoid uncertainty. In addition, Finnish employees typically did not emphasize their achievements, which could be interpreted abroad as a lack of ambition or reluctance to advance in their careers.
Based on the findings, suggestions for development were provided. In addition, a separate guidebook for internal use at BRP Finland Ltd. was created to support employees in recognizing cultural differences and developing their cross-cultural competencies.