6107

International Business: Intercultural Management

Name:

Danielle Kvammen
Nationality:
Swedish
Current location:
Stockholm, SE
Current Occupation: Independent Consumer Insights Consultant
Field of Expertise:
Brand Management Consulting

3CN>10SE

13-04-2012

Author: Aleksandra Jakuenko, 40210@student.hhs.se

Danielle Kvammen talks about

the 3-year stay in Beijing &
shares her cultural & life
experiences, equal to more
than a decade in Stockholm
Starting Off
First Surprises & Further Challenges
People Around
Outcomes & Coming Back Home
Authors Remarks

1
2
4
5
6

anielle Kvammen, an independent Consumer Insights Consultant, is currently living in her

home-country Sweden.
Back in 2003, she moved to Beijing, accompanying her significant other on his three-year work
assignment in China. Having a stable and interesting work in Stockholm, she decided to

challenge herself with new cultural and working experiences, starting her career almost from the ground up.
From the very beginning of her stay in Beijing, Danielle started to learn Mandarin, simultaneously searching for a
job, which she successfully found.
Starting from August 2004 to July 2005, she was working as a Brand Management Consultant for the Sony
Ericsson Beijing Office. Later she joined IKEA in Beijing for the similar posting.
In the following interview, conducted on April 12th, 2012, Stockholm, Danielle talks about her life and work, (in
particular, at Sony Ericsson) experiences in Beijing.


6107
International Business: Intercultural Management

13-04-2012

Starting Off
Author: What was the main reason to work in Beijing? Was it entirely your decision?
Danielle: The main reason for moving to Beijing was that my partner Erik (Authors note: Erik Widman works at
the Swedish Ministry of Foreign Affairs since 2000) was offered a Second Secretary position at the Embassy of
Sweden in China, located in Beijing. The position was one over three years, and, although we were both very
excited about moving to China, we had made an agreement before that we would only stay for such long time
only if I felt comfortable and happy about it, too.
I got a 3-year leave from LynxEye, (Danielles former employer, where she had been working for more than 6
years up to February 2012 Authors note), and set off to China with Erik full of excitement and determined to
find a job!
We were well aware of the fact that we would be moving to China under rather different circumstances Erik
having a job from the first day, while I would have to build my everyday life in China "from scratch", regardless
should I choose trying to find a job or doing something completely different.
A: What were the first few days like?
D: It didn't take long after our arrival until I understood that I should take an intensive course in Chinese as
people in everyday BJ, i.e. in the streets, didn't speak any English at all. So I studied at the University for a year
whilst looking for a job.
A: And, eventually, you found what you were looking for, did you?
D: Yes, indeed! I was hired by the Sony Ericsson Marketing
Director in the Greater China for the Brand Management
Consultant post with the main objective to provide strategic
guidance in segmenting the Chinese market, identifying Sony

Author: Aleksandra Jakuenko, 40210@student.hhs.se

Number of expatriates in
China is significantly growing.
Data published by the Ministry
of Human Resources & Social
Security of China showed that
around
232
thousand
foreigners were employed in
China in 2010, compared to
223 thousand in 2009.
(China Daily, 17-10-2011, p.16)


6107
International Business: Intercultural Management

13-04-2012
(Continued)

Ericsson's core target groups and defining the market plan, including launch of mobile phone portfolio and the
key market initiatives for the coming two years.
A: Please, tell shortly about your first working experience in China?
D: Once at my new job, I found the first few days highly interesting as it felt, and in reality was, a little bit like
going through a reliability test. The first few days I got to sit in a room next to the Sony Ericsson reception, just
outside the actual office where my colleagues to be sat. As the days passed by I was handed and confided reports
of various kinds. The third day I got a key card, enabling me to enter the office without having to ask to be let in
every time. After a week or two I got my own desk inside the office with permission to use the printer and other
office equipment. After about three weeks, I got a computer with log in and my personal email account.
Despite a seemingly tough start, my relationships with the Marketing Director, who had hired me, grew both
strong, full of trust and friendliness. Also after I left Sony Ericsson we met now and then in Beijing together with
our respective families, and when he was visiting Sweden, he always called and came over to our house for a
dinner.

First Surprises & Further Challenges

A: What was surprising for you about the way people thought or worked in China? What was you first big
surprising and, perhaps, challenging experience?
D: My first and excruciatingly challenging and surprising experience was that of the fundamental difference when
taking and making contact in China compared to in Sweden. Having just arrived in China, I didn't really know
anyone and I had to be creative in my job search process. In the end I figured I would pin point a number of
carefully selected companies that I found interesting and make cold calls to the people I presumed might be of
interest in my profile which I also did. However, whereas it is fairly easy to gather contact information about
and get in contact with specific people not dependant on title in Sweden, (at the end, most CEOs would reply),
this was definitely not the case in China. For example, it was impossible to get passed the receptionist to the
Author: Aleksandra Jakuenko, 40210@student.hhs.se


6107
International Business: Intercultural Management

13-04-2012
(Continued)

Marketing Director (at Sony Ericsson in Beijing Authors note). The rule in China was that, if you didn't know the
full name of the person and exact title, you were not put through to him/her.
This was before Facebook and Linkedin (launched in February 2004 and May 2003, respectively Authors note)
so I had to call the headquarters of the companies on my short list (often located in Europe) and try to get people
there provide me with the name and titles and sometimes, if lucky, with contact details to the key people I was
targeting in China. It was a lot of hard work just to get a phone number! After having tried more than twenty five
times with repeated failures, I finally found a way to get pass the gate keeping receptionist and got through to
the Chinese Marketing Director at Sony Ericsson located in Hong Kong. When he answered, he said: "Who are
you and how did you get through on this number? After having presented myself, I asked for a meeting; he
paused and said: "Ok, if you've been able to get through to me on my phone number, then you must be
something special. I'll give you twenty minutes the day after tomorrow." And so I got an interview and eventually
a job at Sony Ericsson in Beijing.
A: How would you sum up your first six months, and what was the most important thing you learned in those
first six months?
D: Both, from personal and professional points of view it was a fantastic period in my life. I am so happy I dared
to let go my very "safe" world in Stockholm and head for all the new experiences and challenges that China had
to offer. I believe that the most important thing I learnt was what is so-called "true" in one setting, for instance,
the very conforming professional community in Stockholm, may be overturned in a different setting, as it
appeared in Beijing.
A: Did you have someone who could explain the local culture to you and that you could confide in?
D: To some extent we did through Erik's colleagues at the Embassy. Yet, to be honest, I found, as time passed by,
that China, the Chinese culture and the mind blowing pace of development is beyond comprehension (also for
many Chinese). This was an insight in itself and, eventually, I came up with accepting and embracing it.
Author: Aleksandra Jakuenko, 40210@student.hhs.se


6107
International Business: Intercultural Management

13-04-2012
(Continued)

A: How did people see you? Can you describe your relationship with your co-workers?
D: Chinese, in general, are extremely friendly and helpful. I am so grateful for all the acquaintances, meetings and
interesting dialogues I have had with people of all kinds in various settings.
When it comes to my relationships with my co-workers, I perceive it to be both strong and fruitful with helpful
support from direct colleagues, whereas more distant with others (those I didn't work close with).
A: What did you think about your job?
D: Extremely exciting and challenging! Helping the Marketing Director juggle politics and directives from the UK
headquarter, while also doing what was best from the local Chinese perspective.

People Around
A: What did Erik, family and close friends think about living in China?
D: Erik and I both found it marvelous! Our parents and siblings supported us and all came to visit. The same went
for our close friends probably because we share similar values.
A: Whom did you mainly socialize with? Were these people from your own culture, third-country expatriates,
or Chinese?
D: Mainly third-country expats, (e.g., Dutch, Danish, French), some of whom have also become our closest
friends, but also a couple of local Chinese, who have studied abroad and now work at multinational companies in
China. The later are more or less acquainted with Western culture in comparison with other locals I met in China.
A: How many Chinese co-workers did you interact with on average? How many of those did you supervise?
D: On average, I was communicating daily with 4 local co-workers. I was leading a project team, including three
Chinese. In addition, there were external employees under my supervision from the research company Sony
Ericsson was outsourcing to.
A: What was that like? Was it hard to work in one team with Chinese?
D: In general it was rewarding, as it was both challenging, (due to cultural differences, as one has to be extremely
Author: Aleksandra Jakuenko, 40210@student.hhs.se


6107
International Business: Intercultural Management

13-04-2012
(Continued)

detail-oriented in China compared to in Sweden, when supervising a Chinese team), and exciting in terms of
results achieved.

Outcomes & Coming Back Home

A: Did you feel you changed as a result of working abroad? If so, how?
D: Definitely, I did. I think I grew and developed personally more during my 3 years in Beijing than I had done in
the passed 10 years in Stockholm. That is what I love about being exposed to new situations and cultures
having to be challenged and questioned as regards to my own beliefs, values, logic and so on.
A: What was it like to come home after living three years in China?
D: It was actually almost more difficult to come home to Sweden. Erik and I knew that moving to China would be
challenging; going from a status of "being in the driver's seat" or at least believing that I could influence my own
life to some extent to becoming "deaf, dumb, blind" over a night not knowing any Chinese, anyone, anything
Not even how to pronounce my home address. On the other hand, coming back in Stockholm, we were not
prepared for the change at all; we had presumed it would be totally smooth. But living abroad changes people
us, too and one might have changed view on some of the common beliefs back home: feeling of time, way of
communication, speed of life, etc.
A: Do you feel you get to use the skills you acquired abroad in your next/current job?
D: Every day. Reminding myself of the importance of being open minded, free from prejudice, humble and
perceptive, in order to acquire deeper insights.
A: What advice would you give to a friend who was on his or her way to a foreign
assignment?
D: In short, my first advise is to be prepared of the fact that most people go though
different phases, when facing such tremendous change, for example, joy, curiosity,
fear, rage, fatigue, courage, conviction; thus, it is essential to, eventually, reach some
Author: Aleksandra Jakuenko, 40210@student.hhs.se


6107
International Business: Intercultural Management

13-04-2012
(Continued)

kind of balance and harmony. It takes time and how long may differ, depending on what type of personality one
has and the environment and the circumstances around. Secondly, to use and maximize all resources then you
will thrive and grow both professionally and, first and foremost, as a person.

Authors Remarks
In the following, authors reflection on the
interview with Danielle Kvammens expat
experience in Beijing is presented.

Voyagers discover the world can never be larger

than the person thats in it; but its impossible to
foresee this, its impossible to be warned.
James Baldwin

Danielles life before her Beijing experience was pretty much settled down, comfortable and rather and
successful in both, professional and personal ways with rather predictable future. Living in her native
Stockholm, safe, highly developed, innovative, beautiful capital of Scandinavia, Danielle felt secure, confident
and in control of own future.
Then, after her partner Erik was offered a promotional position 3800 km away from home in a country both of
them knew little about, they still decided to take a chance and move to China for three years. At that point of
time, it was certain that there were few local professional opportunities for Danielle, given she did not speak
any Chinese. So, having decided to follow Erik, Danielle simultaneously put herself under strong both
personality- and career-wise changes, which she thinks were definitely worthwhile undergoing. She had to
start everything from scratch not knowing anyone in China yet and having no idea what living would really look
like. As expected, she has experienced a gamut of emotions from excitement to fear, from motivation to
fatigue and other extreme feelings, embracing the once-in-a-life adventure and diving in headfirst
accompanying her life-partner on his three-year long assignment for the Swedish Ministry for Foreign Affairs to
Beijing, the Great Capital of China.
This colorful palette of emotions and new encounters experienced still brings not only unforgettable memories
about time spent in China, it impacts Danielles current way of living in Stockholm and general psychological
mindset, i.e., changing old and shaping new values, beliefs, etc. In her interview about her personal cultural

Author: Aleksandra Jakuenko, 40210@student.hhs.se


6107
International Business: Intercultural Management

13-04-2012
(Continued)

experiences in the professional, interpersonal and intergroup relationships, Danielle shares about the
challenges on the way of finding a job of her interest and expertise in about a year time, while focusing on
intense integration into the new rhythm of life and related activities. For instance, from the very beginning of
her stay in Beijing, having realized the importance of the local language skills, she attended a one-year
intensive course in Mandarin at Beijing Language and Culture University, continuing Mandarin language studies
taking long-distant courses at University of Lund, while having her first and longest work experience in Beijing
as a Brand Management Consultant at Sony Ericsson, followed by her work experience at the similar post at
IKEA Chinese headquarter.
Given what Danielle has accomplished, her expat experience in China serves as a great example of what is
possible when one fully engages in the transformational processes typical for expatriates. Currently, All the
outcomes and lessons that she has learnt in China help her in her current professional and personal
undertaking. For instance, she has become more flexible knowledgeable in working with and leading other
people of different cultural backgrounds and general mindsets. Understanding power distance differences,
importance of collaboration on the work place, various group dynamics aspects as well as such basic traits as
knowledge of Mandarin and adaptability to essential physical dimensions as differences in perception of time
(West vs. East), distance (Stockholm 1,3mio inhabitants vs. Beijing 19.6mio), climate, etc. (Hofstede, 1980;
Hofstede, 1984; Kumar, 2011; Gundling, 2007; Baumueller, 2007; House et al., 1999). All and all, having such a
positive example of cultural integration of Danielle as an expat should have brought beneficial project
outcomes for Sony Ericsson Beijing Office. (Throsby, 2001; Fink & Mayrhofer, 2009)
Wrapping up, it was a great pleasure to get to know Danielles international experience, how she has
successfully built up her career in China, being supported by her family and friends and having solved
challenges emerged from the new environment and cultural clash and come across surprisingly great personal
and professional growth opportunities.
Author: Aleksandra Jakuenko, 40210@student.hhs.se


6107
International Business: Intercultural Management

13-04-2012

Works Cited
Alderfer, C., & Smith, K. (1982). Studying Intergroup Relations Embedded in Organizations. Administrative Science
Quarterly , XXVII (1), 35-65.
Baumueller, M. (2007). Managing Cultural Diversity. European University Studies. Bern: Peter Lang AG.
China Daily. (2011, October 17). Number of Expatriates on the Rise. China Daily, p. 16.
Fink, G., & Mayrhofer, W. (2009). Cross-Cultural Competence and Management Setting the Stage . European J.
Cross-Cultural Competence and Management , I (1), 42-65.
Gundling, E. (2007, July 12). Twelve People Skills for Doing Business across Borders. Employment Relations Today
, XXXIV (2), pp. 29-42.
Hofstede, G. (1980). Culture's Consequences: International Differences in Work-Related Values. Beverly-Hills:
SAGE Publications.
Hofstede, G. (1982). Cultural Pitfalls for Dutch Expatriates in Indonesia: Lessons for Europeans, Part 1. Euro-Asia
Business Review , I (1), 37-41.
Hofstede, G. (1984). Cultural Dimensions in Management and Planning. Asia Pacific Journal of Management , 81-
99.
House, R. H., Ruiz-Quintanilla, S., Dorfman, P., Javidan, M., & Dickson, M. (1999). Cultural Influences on
Leadership & Organizations: Project GLOBE. In W. Mobley, M. Gessner, & V. Arnold, Advances in Global
Leadership (pp. 171-233). Stamford.
Kumar, K. (2011). Development & Application of an Instrument to Find Out the Linguistic Background of
Employees in MNCs. International Journal of Language Studies , V (3), 45-74.
Nisbett, R., & Norenzayan, A. (2002). Culture & Cognition. In D. Medin, Stevens Handbook of Experimental
Psychology (3rd Edition ed.). John Wiley & Sons, Inc.
Tharp, B. (2009). Four Organizational Culture Types. Haworth White Paper.
Throsby, D. (2001). Economics & Culture. Cambridge: Cambridge University Press.

Author: Aleksandra Jakuenko, 40210@student.hhs.se