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dc.contributor.advisorStutz, Christian
dc.contributor.authorMacura, Jacqline
dc.date.accessioned2021-06-30T07:44:43Z
dc.date.available2021-06-30T07:44:43Z
dc.date.issued2021
dc.identifier.urihttps://jyx.jyu.fi/handle/123456789/76906
dc.description.abstractResearchers have agreed that organizational culture and leadership are very complex phenomena. Several studies have been conducted on the influence of leadership on organizational culture. However, the influence that organizational culture has on leader-ship has remained under-researched. Additionally, various studies have been conduct-ed on assigned expatriates ability to adapt their leadership style to a subsidiary organizational culture. However, numerous international experience studies indicate the gap of knowledge regarding other types of expatriates including self-initiated expatriates. This study aims to fill these two gaps by exploring factors influencing the (non-) adaptability of expatriates’ leadership styles to subsidiary organizational culture. By virtue of a qualitative analysis, the data collected from four different case groups of IKEA leaders was compared: Assigned expatriates, self-initiated expatriates, self-initiated transfers and natives. Here I report on nine factors (headquarters organizational culture, subsidiary organizational culture, people being led, motivation, personality traits, role and responsibilities concerning subsidiary, training and coaching leadership style, experience and situational challenges) that are interrelated as well as elaborate on their impact. My findings indicate that self-initiated expatriates and natives exhibit similar experience while self-initiated transfers and assigned expatriates also present similar experience. However, contrary to prior theorems that indicate that assigned expatriates would not adapt their leadership style to the subsidiary organizational culture, my findings indicate that IKEA assigned expatriates experience a fusion, meaning a mixture of both adaptation and non-adaptation. This finding advances the leadership literature by providing a different angle for further research and the inter-national experience studies by furthering the studies on the unresearched group of ex-patriatesen
dc.format.extent56
dc.format.mimetypeapplication/pdf
dc.language.isoen
dc.subject.otherLeadership style
dc.titleAdaptability of expatriates’ leadership style to subsidiary organizational culture a comparative study between self-initiated and assigned expatriates
dc.identifier.urnURN:NBN:fi:jyu-202106304095
dc.type.ontasotPro gradu -tutkielmafi
dc.type.ontasotMaster’s thesisen
dc.contributor.tiedekuntaKauppakorkeakoulufi
dc.contributor.tiedekuntaSchool of Business and Economicsen
dc.contributor.laitosTaloustieteetfi
dc.contributor.laitosBusiness and Economicsen
dc.contributor.yliopistoJyväskylän yliopistofi
dc.contributor.yliopistoUniversity of Jyväskyläen
dc.contributor.oppiaineYrittäjyysfi
dc.contributor.oppiaineEntrepreneurshipen
dc.rights.copyrightJulkaisu on tekijänoikeussäännösten alainen. Teosta voi lukea ja tulostaa henkilökohtaista käyttöä varten. Käyttö kaupallisiin tarkoituksiin on kielletty.fi
dc.rights.copyrightThis publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited.en
dc.type.publicationmasterThesis
dc.contributor.oppiainekoodi20422
dc.subject.ysoorganisaatiokulttuuri
dc.subject.ysojohtajuus
dc.subject.ysoekspatriaatit
dc.subject.ysoorganisational culture
dc.subject.ysoleadership (properties)
dc.subject.ysoexpatriates
dc.format.contentfulltext
dc.type.okmG2


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