The main objective of this paper is to analyze the culture of a company and highlight how this culture could have a real impact on the smooth running of its international activities. In order to conduct such an analysis I have chosen an important company which caters into numerous international activities. Ikea was easy to chose for me since as it provides all the elements that I am keen to include in the analysis (international activities, strong culture company, etc.). More over Ikea is influenced by the Scandinavian cultural aspects which I found more "interesting" than French or American company. Ikea is a well known brand across the world, on one side its blue and yellow logo reminds people of the Swedish flag and on the other side it highlights its innovative concept and its peculiarities. Ikea is specialized in the home furnishing products and has operations in 36 countries. The company's turnover is around 21 billion euros with a constant increase every year ( 7% as on August 2008) and it is the world leader in flat packed furniture.
[...] They need to protect their reputation; they respect traditions and for instance they are more attached to greetings, gifts, etc Geert Hofstede (1980). Culture's consequences: International differences in work related values. p how Ikea succeed in the Chinese adaptation to its own culture Now that we have analyzed the Chinese management way and that we have compared it to the Swedish style, we can apply this general analysis to the case of Ikea. Actually, we have noticed that the Chinese model seems to be quite different from the Swedish one. [...]
[...] First of all, the artifacts of Ikea are mastered by the company. Indeed the visible behavior and manifest culture are really visible for anyone. Indeed at Ikea, it could be notify as the dress code (the unique polo for everyone), or by the organizational structure (low hierarchy), for instance. Regarding the espoused values, we can say that the company has reached this level. Indeed each employee has integrated the “philosophy” and the corporate values of the 13 firm. Generally, this values initially come from the founder (here is the case with Kamprad) and then assimilated by everyone. [...]
[...] Ikea spirit The Ikea concept is offering a wide range of designed, functional home furnishing products at prices so low that many people are able to buy them. Rather than selling expensive home furnishings that only a few can buy, the Ikea concept makes it possible to serve all social classes by providing low-priced products that contribute to live in a better place. The Ikea concept guides the way to how the Ikea products are designed, manufactured, transported, sold and assembled; all meet the need of the lower cost as possible. [...]
[...] In the Chineseʼs case the implantation of Ikea had done different actions: - Ikea adapt its management to a little more structured one. Chinese staff could integrate more easily the Swedish way of working - In the same way the firm implemented seminars permitting to improve discussion, respond to the expectations and thus avoid frustration. - Ikea took the initiative to hire 80% of the management team by Chinese managers. This situation enabled to integrate easily the Chinese culture by persons who are in the decision-making position. [...]
[...] Management based on the human being: Highly inspired by the Scandinavian management, Ikea wants a management based on the listening of its employees and not only based on the results. This type of management is opposed to the British one. In Ikea, one of the priorities is the well-being of the employees because it allows them to be efficient. That means that the Top Management of the firm has implemented a commitment policy for its employees. The firm culture is based on the fact that the manager has always 8 been really close to his staff, and always in contact with the front office. [...]
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