Case of Franco-Swedish cultural confrontation
- SWOT analysis
- BCG Matrix
- Spotlight: Real Estate
- Cow milk: Colas
- Dilemma: Bouygues Telecom and Construction
- Dead weight: TF1
- Three scenarios for Bouygues
In this document we will look at a cultural conflict that arose between the two parties of a French and Swedish merger. This case was presented by Philippe d'Iribarne who is a French author and works at the LISE which is a research center that studies the interdisciplinary laboratory for economic sociology. By studying this particular case of conflict, we understand the difficulties that arise during the multicultural encounter of two companies of different nationalities in a merger. This is a case where the realization of a project proved to be extremely difficult due to the difficulty they faced with communication.
The meeting of the French and the Swedes occurred as a result of a merger that required the professionals of a French company to work closely with the professionals of a Swedish company. Their project was to design a fusion platform for high-end products. The Franco-Swedish meeting quickly saw the formation of two strong opposing opinions. This can be explained by using Hofstede's power distance index:
- France leans toward the establishment of a higher authority i.e. they often have a hierarchy in place.
- Sweden, follows the democratic values that are characteristic of the countries in northern Europe.
The strong difference in opinion between these two parties goes beyond an organizational issue. To begin with, there was a difference in the way both the groups looked at different issues, for example, the concept of the individual in a society or communication values.
Period of observation and mutual incomprehension:
The discrepancy in the perception of the individual and the values related to communication was first generated during the phase of mutual observation between the two groups.
Tags: Philippe d'Iribarne, French,Swedes, Franco-Swede cultural confrontation