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ultural gaps in the operation of Hess in Shanghai. The goal of this study was to assess both from European and Chinese co workers (of Hess) point of view:

 

Major differences/similarities between Chinese and Swedish culture.

 

Major differences/similarities between culture in Shanghai and IKEA culture.

 

Assimilating all conclusions that we have reached, and all gaps we have identified, we have

 

Conclusions

Chinese culture is diffuse, while German culture is Specific

 

High Power Distance in China, as compared to German

 

The culture in Shanghai is Individualistic while Hess’ culture is collectivistic

 

Gaps

Cross cultural and language orientation should be provided to expatriate individual.

 

Organizational culture needs to be addressed, to bring in feeling of belonging and effort parity with mother organization

 

Communication/Education differentiating Management and Leadership Hess.

 

Not just educate about Hess culture, but also market the effort and investment made to do so.

 

Suggestions for future research:

My suggestions for future research are to make the scope of this work enlarged and more diverse. Several steps may be taken, few of them being:

 

Arrange for a higher percentage inclusion of respondents in the interview.

 

Study how Hess created synergy in other countries, which had similarly cultural differences as China has with German.

 

Study the specific techniques used by Chinese companies, such as Guanxi, and how those techniques compare with similar techniques used by Hess. Also, if those techniques could be integrated with Hess way.

 

Not only draw conclusions and find gaps, but also suggest possible ways to bridge these gaps, drawing examples from other successful German companies in China.

 

 

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