Paper Case Analysis

Problem

Treelin Paper, and specifically its HR Manager Scott Williams, face the challenge of how the organization will undergo significant cultural, managerial, and structural changes when they are acquired by a new company, Toivonen Paper. The culture and structure of Treelin Paper is one centered on individualism where individual output and individual achievement are tied to one’s productivity and meeting certain performance standards. Employees are given leeway to make their own decisions and management takes a largely hands-off approach as long as the company is meeting its performance standards. Finnish owned Toivonen Paper places a tremendous focus on a more collectivist approach where a strong emphasis is placed on work-teams and maintaining long-term employee relationships. Treelin and Toivonen do have similarities such as minimal management layers, and a prioritization of keeping and promoting talent from within, though with various degrees of success (due to differences in the training). By examining their similarities and differences a clear plan will emerge as to how Treelin can reframe their organizational structure and corporate culture to lead change in order to be successfully acquired and to be assimilated into the Finnish corporate culture of Toivonen Paper.

Analysis

Hofstede utilizes five different dimensions to discuss behaviors and decisions of culturally based work-values. These dimensions include: Individualism/collectivism, power distance, uncertainty avoidance, gender role orientation, and long-term orientation. The main fault line between Treelin and Toivonen exists along the individualism and collectivism dimension. The individual-centric environment at Treelin Paper is one of the most salient features of the company. Perhaps it is the high importance placed on meeting productivity and efficiency goals, but the focus on the individual is locked into a reinforcing feedback loop with performance goals. This individualism is also...