Scandinavian management style in Hong Kong

In all aspects of life culture has a deep impact on how we react and relate to different situations. In understanding the meaning of culture it is vital to distinguish between national culture and corporate culture. National culture can be found in all different human interactions and organizations, whereas corporate culture can be related to the environment within business organizations. We believe that there are a number of collusions when a manager from one culture interacts with persons living in a totally different one. The purpose of this dissertation was to find out how Scandinavian management style practiced in Hong Kong, would be affected by the Chinese culture. To understand if or in which ways the Scandinavian management style had been affected, we studied some existing theories and tested them to the reality. To make this possible we concluded the main contents from the theories, in total six hypotheses, which we later used as a foundation to our questionnaire…


Chapter 1 Introduction
1.1. Background
1.2. Problem
1.3. Purpose
1.4. Research questions
1.5. Limitations
1.6. Outline
Chapter 2 Method
2.1. Research approach
2.2. Research strategy
2.3. Research time horizon
2.4. Validity and reliability
Chapter 3 Background information
3.1. Culture
3.2. Hong Kong
3.3. Chinese culture and history
3.3.1. Confucianism
3.3.2. Buddhism
3.3.3. Taoism
3.3.4. The relation between Confucianism, Buddhism and Taoism
3.4. Scandinavian history and culture
3.5. Corporate culture
3.6. Hong Kong management style
3.7. Scandinavian management style
Chapter 4 Theoretical framework
4.1. Theories on culture
4.1.1. Four dimensions of culture
4.1.2. Seven dimension theory
4.1.3. Four dimensions of culture versus Seven dimension theory
4.2. Theories on corporate culture .
4.2.1. Situational leadership theory
4.2.2. Five forms of power
4.2.3. The path goal theory
Chapter 5 Hong Kong and Scandinavia in a theoretical perspective.45
5.1. Four dimensions of culture
5.2. Seven dimension theory
5.3. Situational leadership theory
5.4. Five forms of power
5.5. The path goal theory
5.6. Research model
5.6.1. Scandinavian management style
5.6.2. Chinese culture
5.6.3. Outcome
Chapter 6 Empirical method
6.1. Research approach
6.2. The questionnaire
6.3. The interview
6.4. Research limitations
6.5. Validity and reliability
6.6. Generalisability
Chapter 7 Analysis of our survey
7.1. Introduction
7.2. Response rate
7.3. Analysis of part one of the questionnaire
7.4. Analysis of part two of the questionnaire
7.5. Analysis of semi-structured interviews
Chapter 8 Summary and conclusion
8.1. Summary
8.2. Conclusion
8.3. Methodological criticism
8.6. Future research
Reference list

Author: Kudule, Elina,Helbrink, Jenny

Source: Kristianstad University

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