Comparative analysis of Finno-Sinic management: In-depth study of the dimensions of cross-cultural friction and synergy in management of Finnish firms in Hong Kong

This study focuses on how cross-cultural synergy and friction emerge in Finno-Sinic management communication, decision-making and organisation empowerment. The paper is based on a qualitative methodology and in-depth interviews with Finnish and Chinese subjects in Finnish companies in Hong Kong. According to the results, the Finnish communication was found out to be frank, open and informal, in contrast to the subtler, more reserved and more formal Sinic communication pattern. The Finnish decision-making was “improvising” and rapid, while the Sinic preference was for a slower and more formal approach. The Finnish ideal of organisation empowerment was based on low organisational hierarchy and downward delegation of authority, while the Sinic model relied on socio-political bargaining and higher power distance. – Chinese ; Communication ; Cross-Cultural ; Decision-Making ; Empowerment ; Finland ; Hong Kong ; Management