Harvard Case - Toivonen Paper in the U.S.: Human Resource Implications of Foreign Corporate Ownership
"Toivonen Paper in the U.S.: Human Resource Implications of Foreign Corporate Ownership" Harvard business case study is written by Jannifer David, Ahmed Maamoun. It deals with the challenges in the field of Organizational Behavior. The case study is 5 page(s) long and it was first published on : Oct 15, 2008
At Fern Fort University, we recommend a comprehensive strategy for Toivonen Paper to navigate the complex human resource implications of its foreign ownership in the U.S. This strategy focuses on building a cohesive and high-performing workforce through effective leadership, change management, and a culture of inclusion.
2. Background
Toivonen Paper, a Finnish company, acquired a U.S. paper mill, creating a clash of cultures and management styles. The acquisition brought about significant changes, including new leadership, operational processes, and a shift in organizational culture. This resulted in employee anxiety, resistance, and a decline in morale, impacting productivity and overall performance. The case highlights the challenges of integrating a foreign-owned company into a new market, particularly in managing the human resource implications.
The main protagonists in the case are:
- Pekka Toivonen: The CEO of Toivonen Paper, responsible for leading the integration process and implementing the company's vision.
- David Miller: The former plant manager of the acquired U.S. mill, now facing a leadership transition and cultural shift.
- The U.S. employees: A diverse workforce with varying levels of experience and perspectives, navigating the complexities of a new ownership structure.
3. Analysis of the Case Study
This case study can be analyzed through the lens of Organizational Behavior and Change Management frameworks.
Organizational Behavior:
- Leadership Styles: The case highlights the clash between the Finnish leadership style, characterized by a hierarchical and directive approach, and the more collaborative and participative style prevalent in the U.S. This difference in leadership styles contributed to the communication breakdown and resistance to change.
- Organizational Culture: The acquisition created a clash of cultures, with the Finnish 'work hard, play hard' culture contrasting with the more relaxed and individualistic approach in the U.S. This cultural mismatch affected employee morale, communication, and team dynamics.
- Power and Influence: The acquisition shifted the power dynamics within the organization, with the Finnish leadership taking control. This led to feelings of powerlessness and resentment among the U.S. employees, hindering their acceptance of the new ownership structure.
- Motivation Theories: The case highlights the importance of understanding employee motivation. The Finnish management's focus on efficiency and productivity did not resonate with the U.S. employees, who valued a sense of purpose, autonomy, and recognition.
Change Management:
- Resistance to Change: The acquisition brought about significant changes, leading to resistance from the U.S. employees. This resistance stemmed from fear of job security, cultural differences, and a lack of communication from the new leadership.
- Communication Breakdown: The lack of effective communication from the Finnish management exacerbated the resistance to change. Employees felt excluded from the decision-making process and lacked clarity about the future of the company.
- Lack of Integration: The integration process was poorly planned and executed, leading to a fragmented workforce. The Finnish management failed to address the cultural differences and build trust with the U.S. employees.
4. Recommendations
To address the challenges outlined above, Toivonen Paper should implement the following recommendations:
1. Leadership Development and Cultural Sensitivity:
- Leadership Training: Provide leadership training to the Finnish management team, emphasizing cultural sensitivity, communication skills, and collaborative leadership styles. This training should focus on understanding the U.S. work culture and fostering trust with the American workforce.
- Mentorship Program: Establish a mentorship program pairing Finnish and U.S. managers to facilitate knowledge sharing, cultural understanding, and relationship building. This program will help bridge the cultural gap and foster a sense of collaboration.
2. Change Management and Communication:
- Open and Transparent Communication: Implement a transparent communication strategy, providing regular updates on the company's plans, goals, and progress. This communication should be clear, concise, and inclusive, addressing employee concerns and fostering a sense of ownership.
- Employee Engagement: Conduct regular employee surveys and focus groups to gather feedback on the integration process and address concerns. This feedback should be used to inform decision-making and ensure employee voices are heard.
- Cultural Integration Initiatives: Organize cultural integration events and activities to foster understanding and appreciation between Finnish and U.S. employees. This could include cross-cultural workshops, team-building exercises, and social events.
3. Human Resource Management and Talent Development:
- Performance Management System: Implement a performance management system that aligns with the company's strategic objectives and values. This system should be transparent, fair, and inclusive, recognizing and rewarding individual and team contributions.
- Talent Development Programs: Invest in talent development programs to enhance the skills and knowledge of both Finnish and U.S. employees. This could include leadership development programs, technical training, and cross-functional training.
- Diversity and Inclusion Initiatives: Promote a culture of diversity and inclusion, valuing the unique perspectives and contributions of all employees. This could involve implementing diversity training, establishing employee resource groups, and creating a welcoming and inclusive work environment.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with Toivonen Paper's core competencies in manufacturing and innovation while ensuring consistency with its mission of sustainable growth and employee well-being.
- External Customers and Internal Clients: The recommendations prioritize building a high-performing workforce that can meet the needs of external customers and internal clients, ensuring customer satisfaction and operational efficiency.
- Competitors: The recommendations aim to create a competitive advantage by fostering a culture of innovation, collaboration, and employee engagement, allowing Toivonen Paper to attract and retain top talent.
- Attractiveness: The recommendations are expected to improve employee morale, productivity, and overall performance, leading to increased profitability and long-term sustainability.
6. Conclusion
Toivonen Paper's success in the U.S. market hinges on its ability to effectively manage the human resource implications of foreign ownership. By implementing the recommended strategies, Toivonen Paper can build a cohesive and high-performing workforce, fostering a culture of inclusion, collaboration, and innovation. This will enable the company to navigate the cultural differences, overcome resistance to change, and achieve its strategic objectives.
7. Discussion
Alternatives:
- Ignoring the cultural differences: This approach could lead to continued resistance, low morale, and ultimately, failure in the U.S. market.
- Replacing the existing workforce: This approach would be costly, disruptive, and potentially damaging to the company's reputation.
Risks:
- Resistance to change: Employees may resist the new leadership and organizational culture.
- Cultural misunderstandings: Communication and collaboration could be hindered by cultural differences.
- Lack of buy-in: Employees may not fully embrace the new company vision and goals.
Key Assumptions:
- The Finnish management is willing to adapt their leadership style and embrace cultural sensitivity.
- The U.S. employees are open to learning about Finnish culture and working collaboratively.
- Toivonen Paper is committed to investing in employee development and creating a positive work environment.
8. Next Steps
To implement these recommendations, Toivonen Paper should:
- Develop a detailed implementation plan: This plan should outline specific actions, timelines, and resources required to implement the recommendations.
- Establish a dedicated team: This team should be responsible for overseeing the implementation of the plan and monitoring progress.
- Communicate the plan to all employees: This communication should be clear, concise, and transparent, addressing employee concerns and fostering a sense of ownership.
- Monitor and evaluate the impact: Regularly assess the effectiveness of the implemented strategies and make adjustments as needed.
By taking these steps, Toivonen Paper can successfully navigate the human resource implications of foreign ownership and build a thriving and sustainable business in the U.S. market.
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Case Description
The growing globalization of many industries has led many U.S.-based companies to open facilities overseas. In the process, researchers have counseled U.S. companies to adopt many local customs and policies to increase their probability of success in these new locations. During this same time period, many foreign-owned companies have moved into the United States and either purchased existing facilities or started new operations. The purpose of this case is to investigate how a non-American company (Toivonen) has adapted to the U.S. environment. It assesses the role of the parent company culture in the day-to-day operations of the American subsidiary.
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