Based on the analysis, the authors build a matrix to illustrate the differences between
different cultures (China and Sweden) and communication within multinational firms
(See in Figure 2). Through the differences on management style, staff behaviors and
communications system of Sweden parent company and China subsidiary that the
authors can conclude the barriers of cross cultural communication in multinational
firms. These barriers of communication come from the national culture’s influence on
the work place and behaviors of people with different identity (superiors and
subordinates). First of all, except for getting profits, people with different culture
backgrounds have different expectations on work. These different expectations are
strongly influenced by people’s social statues and their positions at work. On the other
hand, culture also influences people’s way of thinking and behaving and results in
different understandings toward vision and purposes of firms. This lacking of mutual
understanding leads to various communication problems and let the communication
trapped into a vicious circle. Besides language differences and geography distances
are always the barriers in cross cultural communications.