This case study provides students with the opportunity to consider internationalisation processes and to connect them to the internal conditions of, notably the corporate culture, of the firm that is...

This case study provides students with the opportunity to consider internationalisation
processes and to connect them to the internal conditions of, notably the corporate culture, of the
firm that is going international. Handelsbanken developed into a rather standard type of
universal bank during its first 100 years of existence. However, when a newly appointed
managing director took over in the 1970s, the bank developed a unique culture of
decentralisation, differentiating it from most of its competitors. Once Handelsbanken went
international around 1990, the bank’s culture had a major impact on how the
internationalisation was undertaken.


2. Position of the case
The main links to Exploring Strategy are to Chapter 9, addressing internationalisation
processes of firms. The case provides a basis for discussing the choice of entry modes, as well
as international structures, for instance linked to the global/local dilemma (Section 9.4,
International Strategies). While such issues are often discussed from an external perspective,
the case provides a strong link to corporate culture, as discussed in Chapter 6 of Exploring
Strategy.


3. Learning objectives
Study of the case involves students in understanding of:
• The choice of entry modes, including the pros and cons of different modes, in an
internationalisation process.
• The management of cultural change and the long-term endurance of corporate culture.
• The need to achieve fit between corporate culture and the choice of (internationalisation)
strategy.