In a multinational firm it is not the best solution to push subsidiary company into
parent company’s way of communicating, or simply let the subsidiary company work
in their own way. The best solution of communicating multinational firms is to reach
a mutual understanding between a parent company and subsidiary, which depends on
mutual learning and mutual adaptation- in multi-culture management perspective.
When a parent company and its subsidiary do not share the same views which derive
from the influence of different national culture where the firm operates in, problems
and barriers will occur. In this study particularly, when the patent company holds the
opinion that the subsidiary company lacks initiative on work, at the same time, the
subsidiary company thinks that the parent company would not treat their suggestions
seriously and afraid to express the frustration to the parent company. Due to
differences in cultures, the emotional distance towards soupier-subordinate
relationship is varying. Swedish managers try to evoke the passion of Chinese
employees by asking for their initiative at work. While, Chinese managers hold the