INTERGATION OF ORGANIZATIONAL STRUCTURE AND LEADERSHIP PRINCIPLES OF MULTINATIONALS IN THE EMERGING MARKET – THE RUSSIAN FEDERATION. CASE COMPANY: HEMPEL A/S.
Morozova, Olga (2015)
Morozova, Olga
Kajaanin ammattikorkeakoulu
2015
Creative Commons Attribution-NonCommercial-ShareAlike 1.0 Finland
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2015111116267
https://urn.fi/URN:NBN:fi:amk-2015111116267
Tiivistelmä
A world-leading supplier of protective coatings, Hempel A/S commissions this thesis; it is going to launch its first production facility in Ulyanovsk, Russia. The aim of the thesis is to find out the possi-ble integration process of the company’s organizational structure and leadership policies in its new subsidiary.
In the first part, the brief information on the client enterprise is presented. The theoretical back-ground is based on internalization theory, FDI risks theory, Hofstede’s cultural dimension theory and the GLOBE research. The research is based on the secondary data collected from reliable both print-able and online sources. The next chapters are mostly focused on the Russian paints-and-varnishes market and FDI inflows into the country. The fourth part concentrates on the specific features of the Russian business life and its habits in terms of industrial relations, internal management and commu-nication, traditional power structures and leadership principles in Russian companies.
Lastly, the research reveals that balanced hybrid organizational structure is to be established in the new subsidiary and provides a detailed plan of transformation from linear-functional organization to matrix one. Moreover, the study recommends being consistent
In the first part, the brief information on the client enterprise is presented. The theoretical back-ground is based on internalization theory, FDI risks theory, Hofstede’s cultural dimension theory and the GLOBE research. The research is based on the secondary data collected from reliable both print-able and online sources. The next chapters are mostly focused on the Russian paints-and-varnishes market and FDI inflows into the country. The fourth part concentrates on the specific features of the Russian business life and its habits in terms of industrial relations, internal management and commu-nication, traditional power structures and leadership principles in Russian companies.
Lastly, the research reveals that balanced hybrid organizational structure is to be established in the new subsidiary and provides a detailed plan of transformation from linear-functional organization to matrix one. Moreover, the study recommends being consistent