In this paper nine questions concerning the article "HRM is foreign affiliates: A multiple case study among Estonian affiliates of Finnish companies" were elaborated, analyzed and interpreted. During the course International Human Resources Management, we got to know some interesting new topics. We covered numerous topics, starting with the differences between domestic HRM and IHRM, the context of international HRM, international strategies, information about expatriates and much more. In addition, a practical relevance was always established. We not only dealt with numerous interesting cases concerning the teaching content but also discussed possible examples of fellow students who were particularly suited to the respective topic area.
Table of Contents
1. Introduction
2. Answered questions
2.1 Question 1
2.1.1 Economical differences
2.1.2 National cultural differences
2.1.3 Political differences
2.1.4 Language differences
2.2 Question 2
2.3 Question 3
2.3.1 Company A
2.3.2 Company B & C
2.3.3 Company D
2.4 Question 4
2.4.1 Company A
2.4.2 Company B
2.4.3 Company C
2.4.4 Company D
2.5 Question 5
2.6 Question 6
2.6.1 Company A
2.6.2 Company B
2.6.3 Company C
2.6.4 Company D
2.7 Question 7
2.7.1 Company A
2.7.2 Company B
2.7.3 Company C
2.7.4 Company D
2.8 Question 8
2.9 Question 9
3. Conclusion
Research Objectives and Key Themes
The primary objective of this paper is to analyze, elaborate, and interpret nine specific research questions based on the scholarly article "HRM in foreign affiliates: A multiple case study among Estonian affiliates of Finnish companies," focusing on the challenges and strategies of international human resource management in the context of Finnish expansion into Estonia.
- Comparative analysis of economic, cultural, and political differences between Finland and Estonia.
- Examination of international personnel strategies and their implementation in foreign subsidiaries.
- Evaluation of staffing strategies and the role of expatriates versus local recruitment.
- Assessment of motivational systems, performance management, and HR policy adaptations in various companies.
- Discussion of universal best practices in IHRM versus the necessity of local context adaptation.
Excerpt from the Book
2.1.4 Language differences
In Estonia you can learn Finnish at school and many Estonians also have Finnish television at home. That is why Estonians speak Finnish more than Finns speak Estonian. For example, in Tallinn it is possible to communicate in Finnish everywhere. Even the Russians there usually understand Finnish so well that communication is quite problem-free. In the more southern regions of Estonia, Finnish is understood and spoken much less. This was originally due to the fact that the Finnish television programmes that could be received in Estonia during the Soviet Union's annexation were only visible in the more northern regions. Nowadays the concentration of Finnish tourists in Tallinn is the most important factor. There the demand for Finnish language skills is simply the highest among local residents. As a rule, the Finnish language skills are also better in the cities than in the countryside.
The biggest challenge is that many common words in Finnish and Estonian have completely different meanings. An example would be "family house", which in Finnish is "omakotitalo". In Estonian, "single-family house" means "erämaja". The Finnish word "erämaja" means "wilderness hut". The risk of misunderstandings is therefore high.
Summary of Chapters
1. Introduction: Outlines the scope of the International Human Resource Management course and defines the paper's focus on analyzing a specific case study of Finnish-Estonian company affiliates.
2. Answered questions: Provides a detailed analysis of nine critical questions covering country comparisons, HR strategies, staffing, motivation, and best practices in the context of the analyzed companies.
3. Conclusion: Summarizes the key insights regarding cultural and systemic differences between Finland and Estonia, while acknowledging the limitations of the small research sample size.
Keywords
International Human Resource Management, IHRM, Finland, Estonia, Foreign Affiliates, Expatriates, Staffing Strategy, Performance Management, Cultural Differences, Standardization, Localization, Motivation, Personnel Policy, Human Resources, Case Study
Frequently Asked Questions
What is the core focus of this research paper?
The paper examines international human resource management (IHRM) practices within Finnish companies that have established affiliates in Estonia, specifically looking at how these companies manage cultural and organizational challenges.
What are the primary themes discussed in the work?
The main themes include national differences between Finland and Estonia, various international personnel strategies, the impact of cultural divergence on HR policies, and the effectiveness of standardization versus local adaptation.
What is the ultimate goal or research question of this paper?
The goal is to elaborate and interpret nine specific questions derived from a scholarly case study about HR practices in Estonian affiliates of Finnish firms, providing a reflective analysis of their management approaches.
Which scientific methodology is applied in this paper?
The paper utilizes a qualitative analysis of a specific existing case study ("HRM in foreign affiliates: A multiple case study among Estonian affiliates of Finnish companies") combined with literature research on IHRM best practices.
What topics are covered in the main body of the work?
The main body addresses economic and cultural disparities, international personnel strategies (export, globalization, multi-domestic, transnational), staffing approaches, motivational theories, and the practical application of HR policies in four specific case companies.
Which keywords characterize this study?
Key terms include IHRM, Finland, Estonia, Expatriates, Standardization, Localization, and Performance Management.
How does the author describe the difference in language proficiency?
The author notes that while many Estonians speak Finnish due to media influence and tourism, the similarity of language can be deceptive, as many words have completely different meanings, leading to a high risk of misunderstanding.
What is the conclusion regarding "Best Practice" models?
The author concludes, in line with Sparrow, Brewster, and Harris, that a universal best-practice approach is insufficient; rather, HR practices must be adapted to the specific economic and cultural context of the host country.
- Citar trabajo
- Melanie Gasser (Autor), 2020, International Human Resource Management among companies in Finland and Estonia, Múnich, GRIN Verlag, https://www.grin.com/document/535594
