Stereotype-Based Managerial Identity Work in Multinational Corporations
Abstract
Introduction
Managerial Identity Work, Stereotypes, and Positioning in MNCs
HQ–subsidiary relations as identity work
Identity work and stereotypes
Identity work, positioning and power
Methodology
Research context
Research design
Organization Alpha
Organization Mega
Empirical material
Company | In Finland | In Russia | Top managers | Line managers | First round | Second round |
---|---|---|---|---|---|---|
Alpha | 12 | 21 | 24 | 9 | 7 | 26 |
Mega | 15 | 16 | 14 | 17 | 12 | 19 |
Total: 64 | Total: 64 | Total: 64 |
Analysis
Stereotype | Stereotype description | Typical examples | Power implications |
---|---|---|---|
Russians need hierarchy | Russian organizations are inherently and essentially hierarchical | ‘[For any organizational problems] there are always these wonderful good explanations why it happened but it is really all because the Russian way of working is still very hierarchical’ [Finnish manager 26, top, Alpha] | ‘[The Russian companies have] hierarchical structure… [the Russian managers] are not used to [a non-hierarchical] type of working and they need continuous coaching’ [Finnish manager 1, top, Alpha] |
Russians in Moscow and St. Petersburg are not born to work together | Russian managers in Moscow and St. Petersburg are not able to work with each other | ‘We were very sort of aware of… this thing that [coming to Moscow and saying] “Hello, I am from St. Petersburg and I know how you should do things in Moscow”… that it is not very [appropriate]’ [Finnish manager 1, top, Alpha] | ‘What happened in St. Petersburg became big and successful but then one did not realize that taking a step from St. Petersburg to Moscow is actually quite a big leap. And we did not have the mindset, people and the competences in St. Petersburg’ [Finnish manager 4, top, Alpha] |
Russia is imperialistic and dangerous | Russia and the Russians are imbued with imperialistic ideas and are potentially dangerous for outsiders | ‘The Russians want to be the Red Army and to show the outside that we are the biggest and we are the greatest’ [Finnish manager 20, top, Mega] | ‘[The Russian managers] would like to talk to the press, they would like to be showing to everybody the great things that we are doing and I am restricting it personally’ [Finnish manager 20, top, Mega] |
Russians are historically untrustworthy | Russians are untrustworthy (based on historical encounters between Russia and Finland) | ‘You can’t trust Russians… never trust a Russian. Might come from history, have something to do with it’ [Finnish manager 3, line, Alpha] | ‘I must say honestly that I don’t know how well performance appraisal works in Russia… To be honest I’m quite skeptical whether it’s really what I think it is’ [Finnish manager 3, line, Alpha] |
Finns are slow in daily life and in business | Finns are essentially slow in everything they do | ‘A Finnish guy is a slow guy. All the business they do, they also do too slowly’ [Russian manager 9, top, Alpha] | ‘Finnish companies are not really aggressive, are not really ambitious… they think about plans for 10 years, they try to make some forecasts and we always tell them that if you try to make forecasts for 10 years, then good for you, but while you are making forecasts, we [in Russia] will be making money’ [Russian manager 10, top, Alpha] |
Finns are from a small country and lack courage | Finns possess the mentality of people from a small country who are not able to take high-risk actions | ‘[Finland is] a small country, there are only 4.5 million [Finns], [it is] a corner of Europe’ [Russian manager 11, top, Alpha] | ‘Finns try to change us but I think if they want to work in Russia, they must change themselves… because… 5 million people in Finland trying to change us… it is the same also in China where Finnish people try to change the nation of Chinese people, I do not think that it is possible… If they want to do business here they must be more flexible’ [Russian manager 10, line, Alpha] |
Finns are anti-Russian | Finns are hostile and negative towards Russia and the Russians | ‘Deeply in their souls there are anti-Russian feelings’ [Russian manager 15, line, Mega] | ‘Actually…sometimes there is such a feeling that you are perceived as an idiot, some kind of bear with the balalaika, who does not understand anything’ [Russian manager 17, line, Mega] |
Finns are ethnocentric | Finns are biased towards their own ways of thinking and doing things | ‘If there are two different opinions about a problem and one opinion is from the Finnish side and one from the Russian side, then – if they do not match – most likely the Finnish opinion will be accepted by the Finnish management’ [Russian manager 18, line, Mega] | ‘We [the Russian management team] cried out loud that, guys, we are going in the wrong direction [with the project], let’s do something about it. And they didn’t want to hear until a certain phase or a certain moment. And everyone realized that well, this is a total fiasco’ [Russian manager 13, top, Mega] |
Three Forms of Managerial Identity Work in MNCs
Cultural stereotypes in two MNCs
Stereotypical identity talk
[In Russia] there is strong will … to control everything and I think that the basic … traditional Russian organizational model where one man is on the top deciding everything… is quite ingrained in the management style [in Russia]. [Finnish manager 20, top, Mega]
It is still ‘us’ and ‘them’, they [the Russian managers] feel that they belong to the group but they are not really part of the Alpha family at the moment…. They feel, I think … that some of our ideas are too democratic and too stupid.’ [Finnish manager 26, top, Alpha]
We were very sort of aware of… this thing that [coming to Moscow and saying] ‘Hello, I am from St. Petersburg and I know how you should do things in Moscow’… is not very [appropriate]. [Finnish manager 1, top, Alpha]
There you are dealing more with inequality, intra Russia issues… Proud people [in Moscow] believing that they do not need anybody from the provinces, that’s St. Petersburg, to come and help.’ [Finnish manager 1, top, Alpha]
[Our obstacle] is a feeling that we are a small country, there are only 4.5. millions of us, we are in a corner of Europe and when we came here ten years ago we were big guys with full pockets, we were rich, now we see that we are again nothing… but [our Russian competitor] who started this XYZ company in 1992 from scratch, he had nothing and now he has billions of dollars. [Russian manager 11, top, Alpha]
Reactive identity talk
Finns created this idea [concerning the inability of managers in Moscow and St. Petersburg to work together] and they believe in it, in reality it is not so … both in St. Petersburg and [Moscow] we have reasonably smart people who understand that before we were … two different companies … and now we are both Alpha and we cannot live without each other … it is sad that there are such beliefs … If you ask anyone here [in Moscow] about this issue, everybody will answer with some irony … my husband works in a newspaper and I know how these things are created. Let this stay in newspapers but in reality it is not so. [Russian manager 8, line, Alpha]
The biggest mistake was to ignore all the experience that the company acquired in St. Petersburg and not use it in Moscow … our Finnish colleagues didn’t use it. They wanted to do it alone, without our experience … but we could do it much more effectively and efficiently if we were together. [Russian manager 9, line, Alpha]
Finns try to change us but I think if they want to work in Russia, they must change themselves… The small Finland of 5 million people trying to change Russia… it’s really funny… I don’t think it’s possible… If they want to make business here they must be more flexible. [Russian manager 10, top, Alpha]
Maybe when you are working in a company where everything is going on more or less at the same speed for hundreds of years, you should not be in a hurry (laughs)… but here we have… different speed. [Russian manager 19, top, Mega]
Maybe now we could have more trust from the Finnish side so that we could manage the situation fully … we could get more discretion … [and] have more independence in our work. It would be great and interesting. [Russian manager 24, line, Mega]
From the Russian side … I sense that there is in the behaviour something… imperialistic, like we are members of the new Great Russia… and we are strong and so on … it is not like open, but you still sense it in comments and behaviour. [Finnish manager 20, top, Mega]
[The general director] is very interesting. When he is in Finland, he behaves in a Finnish way, but when he is in Russia, he then behaves in a Russian way (laughs)… I have a feeling that the Russian general director is always the Russian general director, even though here [in Finland] he behaves in a different way. [Finnish manager 21, top, Mega]
To make [Russian managers] work as a team is a big challenge for us…and when I am going [to Russia] and trying the Finnish way, collecting people together and asking about their opinions about how should we do this and that, so immediately [the Russians] think that here we have a manager who does not know what we should do. [Finnish manager 6, top, Alpha]
Self-reflexive identity talk
Many things are now changing rapidly in Russia, so if you don’t have a feeling for how things are changing, you might make wrong decisions. And I think [this is] much more important than some unknowledgeable Finns having a certain perception of what a Russian person is, either belonging to the mafia or working as a prostitute or being very, very rich and arrogant… it doesn’t give you any additional knowledge… We have all the same types [of people] [in Finland] as well.’ [Finnish manager 2, top, Alpha]
I don’t think we should focus too much on cultural differences, because it’s corporate culture that we’re trying to build here, not Finnish culture… I think cultural differences… are not that critical. It’s the perceptions that people in Finland and Russia have about each other, which are driven by historical reasons, by different kind of prejudices… and this is something that should be fought. [Russian manager 13, top, Mega]
What I am partly trying to do is basically to break down [the mistrust] at the individual level by [asking the Finnish managers] what do you think about Alexei and Irina, what do you think about this and that person? [They say]… yes, we trust her but we do not trust the big picture. So that is the route we are trying to take now in order to get people to work together, in order to build up the foundation as individuals and then I think that gradually it would break down the prejudices that we have. [Finnish manager 20, top, Mega]
We don’t really like to emphasize history too much. It doesn’t really matter where [the values] came from originally… but we don’t emphasize too much the specific details of where these guys fought, with whom and so on, because then the next question is: ‘Did they fight with Russians?’ And this is something that you don’t want to go into. [Russian manager 13, top, Mega]
Obviously, it is an issue [that Russians might start feeling self-sufficient], I mean, if the business in Russia is growing… From their point of view, Finland is a small country without a very long history. It has been part of Russia. Next year we will celebrate the 90 years of independence [from Russia]. So I can understand that they can start feeling self-sufficient as long as they are doing successful business, making money and growing. [Finnish manager 5, line, Alpha]
Discussion
Forms of identity work | Description | Essential functions | Power implications |
---|---|---|---|
Stereotypical talk | A largely non-reflexive use of cultural stereotypes about ‘the self’ and ‘the other’ in one’s identity work |
•
To provide explanations and justifications for cultural encounters, especially conflict
•
To enhance one’s self-image and self-esteem
|
•
Delineation of boundaries (‘us’ vs. ‘them’) between ‘the self’ and ‘the other’
•
Construction of superiority/inferiority positions
|
Reactive talk | Reactive discourse as a response to stereotypical talk by ‘the other’ |
•
To challenge and question the applied stereotypes
•
To defend and enhance one’s self-image and self-esteem
|
•
Reactive (re)construction of superiority/inferiority positions
•
Relational mistrust towards stereotyping ‘other’
|
Self-reflexive talk | Self-reflexive discourse involving stereotypes of ‘the self’ and ‘the other’ in one’s identity work |
•
To take distance from cultural tensions and confrontation
•
To project mindfulness and cultural learning
•
To go beyond stereotypical and reactive talk
|
•
Alleviation of conflict
•
Construction of a collective identity (a sense of ‘we-ness’)
•
Construction of knowledgeability and a ‘better person’ position and thus one’s authority
|
Conclusion
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