Lego case study: Danish vs. British culture

Type :

Presentation

Pages :

6 pages

Format :

.doc

Published date :

01/16/2009

Category :

Business & market

Sub category :

Business strategy

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Summary :

Introduction.
The Company's background.
1. A pure Danish toymaker and a British Subsidiary.
Cross-cultural differences between Danish and British managers.
1. In the everyday life context.
2. Exploring cross-cultural theory as it relates to Denmark and Great Britain.
3. Identity dimension: Individualism/collectivism.
4. Hierarchy dimension: Power distance.
5. Truth dimension: Uncertainty avoidance.
6. Gender dimension: Masculinity/femininity.
7. A global cultural chasm separating the two protagonists.
Conclusion.
References.

Abstract

Modern companies can not longer hold on to a "go-it-alone" philosophy in the modern networked business world. Global companies look for business opportunities outside their traditional boarders and have therefore to deal with cross-cultural issues in its everyday life. Human interaction in cross-cultural organizational contexts is more and more complex. Our case study examines the interaction between Denmark-based group lego and one of its subsidiaries lego Media in London. lego is a notable example of how managing a cross-boarder venture may be difficult if cultural peculiarities are not fully understood by both protagonists. Through the comparison of values and attitudes of both danish and british cultures, we will investigate the cross-cultural issues raised. lego has a policy of playing down its national origins as a danish company as far as its brand is concerned. However, managerial practices in the Group headquarters are strongly influenced by danish culture. lego Media's employees, mainly british, have their own national culture and sets of values. London managers are encouraged to compose with "internal" danish way of working.