The globalization is a part of the world today and has an effect on our daily lives, no one objects to that. The question is how it affects us. There are particularly two different points of view that seem to dominate. The first argues that globalization leads to a world-wide standardization and homogenization. The opposing view, on the contrary, argues that different countries stay different, and this will become more obvious as we travel, expand our horizons and become more and more international. The multinational company is an important part of this globalization since they have a network of foreign subsidiaries who connect the national and the global. These subsidiaries are influenced both by the national society of their host country and by the strategies and expectations of the multinational country which they are a part of. The objective of this master thesis is to investigate the influence of national culture and national institutions on the work system in a Mexican subsidiary with a Danish parent company based on the hypothesis that the work system in the Mexican subsidiary depends on the nationalities of both the manager and the employees. Based on institutional theory, cultural theory and the theory of work systems combined with the existing institutions of each country, the stereotypical work systems of Denmark and Mexico seem to be almost opposites. Thereby you would expect the implementation of a Danish developed work system in a Mexican company to cause problems. Succeeding there can be three different outcomes. It can resemble the Danish work system, it can resemble the stereotypical Mexican system and it can be a combination of them both. The empirical foundation of this investigation is a questionnaire survey conducted in the operational departments of a Danish parent company and its Mexican subsidiary. The result of this survey shows two things: 1. The work systems in the two companies are very different, and thereby it is obvious that in this case the globalization has not led to a standardization of the work systems. 2. Comparing the stereotypical work systems of both countries with the actual work systems shows a great deal of resemblance in both cases. Thereby I conclude that the national culture and national institutions has influenced the work systems more than the multinational aspect of the company. In response to the hypothesis, both the manager and the employees of the Mexican subsidiary are all Mexican which in some way verifies the hypothesis. But since I have not investigated a Mexican subsidiary with a Danish manager or Danish employees, it is not possible to completely verify it. Furthermore it should be said that this investigation is of a single case and does not necessarily apply for any other Danish-based multinational company with a subsidiary in Mexico.
|Educations||MA in International Business Communication (Intercultural Marketing), (Graduate Programme) Final Thesis|
|Number of pages||94|