Internal Change Management And Communication Across Borders And Cultures: - Denmark & Brazil
Translated title
Internal Change Management And Communication Across Borders And Cultures
Author
Rosa, Louise
Term
4. term
Publication year
2014
Submitted on
2014-05-30
Pages
79
Abstract
Dette speciale undersøger, hvordan kulturelle forskelle påvirker intern forandringsledelse og -kommunikation i en virksomhed, der arbejder i både Danmark og Brasilien. Med Novozymes som enkelt casestudie bygger undersøgelsen videre på et tidligere projekt om forandringspraksis på det danske hovedkontor og overvejer, hvordan disse indsigter kan tilpasses i Brasilien. Det centrale spørgsmål er, hvordan Novozymes bør lede og kommunikere forandringer på tværs af grænser og kulturer for at sikre en vellykket implementering. Studiet sammenligner ikke Novozymes med andre organisationer. Metodisk anvender specialet en kritisk realistisk tilgang, som søger de underliggende kulturelle strukturer, der former, hvordan folk kommunikerer og reagerer på forandringer. Tilgangen er deduktiv: analysen tager afsæt i etableret teori for at udforme anbefalinger. Grundlaget er syv semistrukturerede interviews—tre eksperter i forandringsledelse og kommunikation, tre eksperter i Latinamerikastudier og én konsulent med praktisk erfaring. Analysen bygger på teorier om kultur og interkulturel kommunikation, med John P. Kotters otte-trins proces som hovedramme for forandring. Ved at sammenholde ekspertindsigter med teori fremlægger specialet en anbefaling til, hvordan Novozymes effektivt kan implementere og kommunikere organisatoriske forandringer mellem Danmark og Brasilien.
This thesis examines how cultural differences influence internal change management and communication in a company operating in both Denmark and Brazil. Using Novozymes as a single-case study, it builds on a previous project about change practices at the Danish headquarters and considers how those insights might be adapted in Brazil. The central question is how Novozymes should manage and communicate change across borders and cultures to ensure successful implementation. The study does not compare Novozymes with other organizations. Methodologically, the thesis adopts a critical realist perspective, which looks for the underlying cultural structures that shape how people communicate and respond to change. It follows a deductive approach, starting from established theory to guide analysis and recommendations. Evidence comes from seven semi-structured interviews—three experts in change management and communication, three experts in Latin American area studies, and one change management consultant with practical experience. The analysis draws on theories of culture and intercultural communication, with John P. Kotter’s eight-stage process as the main change framework. By comparing expert insights with theory, the thesis develops a recommendation for how Novozymes can implement and communicate organizational changes effectively between Denmark and Brazil.
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