Icelandic companies in scandinavia
ICELANDIC COMPANIES IN SCANDINAVIA: METHODS AND REPUTATION
Executive summary:
Initiative and focus on problem solving is generally the strength of Icelandic companies.
The challenge for Icelandic companies expanding abroad is to understand that these characteristics – fundamental in sustaining the flexibility inherent in Icelandic companies
– are rarely found in foreign companies and need to be carefully nourished in order to reach comparable results abroad as in Iceland. The characteristic of quick decisionmaking in Icelandic companies is seen as both strength and weakness.
The fundamental weakness of Icelandic companies when operating abroad seems to be weak communication both within the companies and in relation to the media.
List of content
INTRODUCTION
THE CONTEXT: ICELANDIC OPERATIONS IN SCANDINAVIA
THE ICELANDIC VIEW:
1 HOW TO BREAK NEW GROUND ABROAD?
1.1 Expertise and ‘just doing it!’
1.2 Partners at home and abroad
1.3 Setting up a subsidiary versus acquiring companies
1.4 Unexpected barriers
2 IS SCANDINAVIA A ‘NATURAL’ AND EASY MARKET FOR ICELANDIC COMPANIES?
2.1 Scandinavia – similar but still foreign
2.2 Scandinavia: diverse at a closer look
2.3 Finland: the Scandinavian exception
2.4 Attitudes towards Icelanders
3 EXPERTISE: INFLUX OR CIRCULATION?
3.1 Competitive edge and advantages
3.2 Expansion = new phase
3.3 The importance of language
3.4 How open are Icelanders to suggestions?
3.5 Are Icelandic companies mono-gender?
4 THE NEXT CHALLENGE: FROM ICELANDIC TO MULTINATIONAL
4.1 Icelandic foundation, multinational arena
4.2 From a ‘closed circle’ to a multinational team
THE VIEW FROM ABROAD:
5 IS THERE AN ICELANDIC MANAGEMENT STYLE?
5.1 Icelandic characteristics
5.2 Initiative and responsibility
5.3 Quick decision-making: pros and cons
5.4 Operational focus
5.5 Communication
6 WHAT INFLUENCES SCANDINAVIAN MEDIA COVERAGE OF THE ICELANDIC
EXPANSION?
6.1 Amazement, ignorance and striking personalities
6.2
Executive summary:
Initiative and focus on problem solving is generally the strength of Icelandic companies.
The challenge for Icelandic companies expanding abroad is to understand that these characteristics – fundamental in sustaining the flexibility inherent in Icelandic companies
– are rarely found in foreign companies and need to be carefully nourished in order to reach comparable results abroad as in Iceland. The characteristic of quick decisionmaking in Icelandic companies is seen as both strength and weakness.
The fundamental weakness of Icelandic companies when operating abroad seems to be weak communication both within the companies and in relation to the media.
List of content
INTRODUCTION
THE CONTEXT: ICELANDIC OPERATIONS IN SCANDINAVIA
THE ICELANDIC VIEW:
1 HOW TO BREAK NEW GROUND ABROAD?
1.1 Expertise and ‘just doing it!’
1.2 Partners at home and abroad
1.3 Setting up a subsidiary versus acquiring companies
1.4 Unexpected barriers
2 IS SCANDINAVIA A ‘NATURAL’ AND EASY MARKET FOR ICELANDIC COMPANIES?
2.1 Scandinavia – similar but still foreign
2.2 Scandinavia: diverse at a closer look
2.3 Finland: the Scandinavian exception
2.4 Attitudes towards Icelanders
3 EXPERTISE: INFLUX OR CIRCULATION?
3.1 Competitive edge and advantages
3.2 Expansion = new phase
3.3 The importance of language
3.4 How open are Icelanders to suggestions?
3.5 Are Icelandic companies mono-gender?
4 THE NEXT CHALLENGE: FROM ICELANDIC TO MULTINATIONAL
4.1 Icelandic foundation, multinational arena
4.2 From a ‘closed circle’ to a multinational team
THE VIEW FROM ABROAD:
5 IS THERE AN ICELANDIC MANAGEMENT STYLE?
5.1 Icelandic characteristics
5.2 Initiative and responsibility
5.3 Quick decision-making: pros and cons
5.4 Operational focus
5.5 Communication
6 WHAT INFLUENCES SCANDINAVIAN MEDIA COVERAGE OF THE ICELANDIC
EXPANSION?
6.1 Amazement, ignorance and striking personalities
6.2