Individualistic Vikings: Culture, Economics and Iceland

Mixa, Már Wolfgang; Vaiman, Vlad

doi:10.13177/irpa.a.2015.11.2.12

Cited by 8 publications

(9 citation statements)

References 23 publications

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“…Brett Vigelska, the CEO of Costco in Iceland, said in an interview that the Costco store in Iceland was a little bigger than a regular Costco store and more American in its design, because they wanted to respond positively to that Icelanders seemed to have affection for what was American and wanted to respond to that (Mbl.is 2017). This is in line with previous studies in Iceland (Aðalsteinsson, Guðmundsdóttir & Guðlaugsson 2011;Mixa & Vaiman 2015;Ólafsson 2003) It is interesting that, in the light of this, the Costco store in Iceland is mainly controlled via Britain. A few days before the opening, the possible gas price also leaked out -intentionally or not -when a photo was circulated on the web showing the gas price on one of the pumps (Daða-son 2017a).…”

Section: The Opening Of Costcosupporting

confidence: 91%

The opening of Costco in Iceland: Unexpected meanings of globalized phenomenon

Loftsdóttir¹,

Mixa²

2017

irpa

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The multinational retailer, Costco, opened its first store in Iceland during spring 2017. Not only was the opening greatly anticipated but following the store opening, Costco became one of the key issues in the Icelandic media. Our analysis focuses on Costco's opening from insights derived from theories of globalization of mobility, where we emphasize that discussions about Costco in Iceland cannot be separated from the post-crash atmosphere after the massive economic crash in 2008. Our perspective is particularly influenced by Tsing's (2005) emphasis on the unpredictability of global phenomena that move around and transplant in a new context. Our analysis both contextualize Costco's arrival within Iceland's historical and social context and analyzes some of the main themes in the Icelandic media discussion during the opening. The dualistic opposition of 'us' (Icelanders) against 'them' (foreigners), which has been quite salient in Iceland, were largely invisible in discussions about Costco's opening. Costco in Iceland was quickly incorporated into a discourse as a positive force against Icelandic corruption that started after the crash. The 'us against them' themes thus turned from being 'Icelanders against foreigners' into 'the Icelandic population against Iceland's elite retail sector.

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Section: The Opening Of Costcosupporting

confidence: 91%

The opening of Costco in Iceland: Unexpected meanings of globalized phenomenon

Loftsdóttir¹,

Mixa²

2017

irpa

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“…Consequently, individuals with a value-oriented approach to individualism and competition enter Iceland's higher education system. Secondly, the business and management field in Iceland somewhat different than in other Nordic countries (Mixa &Vaiman, 2015). More specifically, Mixa and Vaiman (2015) propose that, in terms of individualism, as defined by Hofstede's dimensions, that Icelandic managers are more individualistic than managers in other Nordic countries.…”

Section: The Current Studymentioning

confidence: 98%

“…Secondly, the business and management field in Iceland somewhat different than in other Nordic countries (Mixa &Vaiman, 2015). More specifically, Mixa and Vaiman (2015) propose that, in terms of individualism, as defined by Hofstede's dimensions, that Icelandic managers are more individualistic than managers in other Nordic countries. Furthermore, it is suggested that when the individualism dimension is considered in management settings, Icelanders are more similar to other nations with the highest scores in the world, such as the United States, the Netherlands, Australia, Sweden, and the United Kingdom.…”

Section: The Current Studymentioning

confidence: 98%

“…Exploring the implementation of cooperative learning in higher education in an Icelandic context is important for several reasons. Firstly, based on Hofstede's societal cultural dimensions model, Iceland is a highly individualistic society (Aðalsteinsson et al, 2011;Mixa & Vaiman, 2015). Entrepreneurship and innovation are strongly embedded in the culture and there are many shared characteristics in American and Icelandic cultural values (Snaebjornsson et al, 2017).…”

Section: The Current Studymentioning

confidence: 99%

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Deficit in Propriety? Cooperative Learning and Group Self-evaluation in Higher Education

Nedzinskaitė-Mačiūnienė

Minelgaitė

Gudjonsson

2020

PED

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The aim of the article is to unveil how the application of the collaborative learning strategy in higher education (HE) setting combines self-assessment of group activities with peer-to-group and teacher evaluation. The results reveal that the groups’ self-evaluation is considerably more positively than evaluation by the teacher or peers. The antecedents of these results are likely embedded in 1) the cultural context with dominant individual values; 2) impact of business study as discipline, and: 3) challenges in implementing a collaborative learning strategy in the HE sector.

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“…Skýr merki voru um meiri áhaettusaekni Íslendinga en t.d. nágranna þeirra annars staðar á Norðurlöndum á bóluárunum (Mixa og Vaiman, 2015).…”

Section: A Brief Stay In Purgatory? Management In Iceland Before and unclassified

Var Adam ekki lengi í helvíti? Hafa stjórnunarhættir á Íslandi breyst eftir hrunið 2008?

Óladóttir¹,

Magnússon²

2019

TVE

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Íslensk fyrirtæki fóru mikinn á árunum fyrir efnahagshrunið árið 2008 og fjárfestingar stjórnenda skiluðu Íslandi í efsta sæti á hinum alþjóðlega World Investment Report lista ár eftir ár. „Mig er farið að klæja í puttana að loka nýjum díl, við höfum ekkert gert á þessu ári,” var eitt af þeim svörum sem komu fram í rannsóknum höfunda fyrir hrunið enda fjárfestu íslenskir stjórnendur meira en aðrir og iðulega í stærri fyrirtækjum en þeim sem þeir störfuðu fyrir. Eignarhald á hlutabréfum í aðdraganda hruns einkenndist mjög af skuldsetningu hluthafanna. Mikil vogun varð til þess að eigendur skráðra félaga urðu afar viðkvæmir fyrir niðursveiflum á hlutabréfamarkaði enda veðjuðu þeir djarft á öra hækkun. Það þýddi jafnframt mikla pressu á stjórnendur sem urðu helst að skila sífellt glæsilegri niðurstöðum í ársfjórðungsuppgjörum til að stuðla að endalausri hækkun hlutabréfaverðs. Í greininni er skoðað hvort stjórnunarhættir hafi breyst í íslensku viðskiptalífi frá hruni. Rannsóknin náði til 42 stjórnenda á lista yfir 300 stærstu fyrirtæki landsins. Voru þeir m.a. spurðir hvort stjórnunaraðferðir þeirra hefðu eitthvað breyst eftir hrunið 2008. Margar rannsóknir liggja fyrir um aðferðir og einkenni góðra stjórnenda og rannsóknir á aðferðum íslenskra stjórnenda á árunum fyrir hrun bentu til þess að þeir væru áhættusæknir og fljótir að taka ákvarðanir. Sjálfstraustið var mikið, birtist jafnvel sem hvatvísi. Þá virtist skortur á langtímastefnumótun. Rannsóknarspurningin sem hér er sett fram er hvort aðferðir (stjórnunarhættir) íslenskra stjórnenda hafi breyst eftir efnahagshrunið árið 2008. Í ljós kom að stjórnendur í íslensku atvinnulífi eru sammála um að margt hafi breyst í stjórnunarháttum frá því fyrir hrun, óttinn við mistök hafi verið alls ráðandi í atvinnulífinu fyrst eftir hrunið og um tíma dró úr áhættusækni stjórnenda. Tíu árum síðar séu hlutirnir að nálgast ört það sem áður var, þótt hugsanlega sé aðeins meiri varkárni við ákvarðanatöku, meira regluverk og formfesta og meiri áætlanagerð en var. Skuldsetning virðist minni en var á árunum fyrir hrun, þó eru margir stjórnendur á því að rúmum 10 árum eftir hrun sé allt að fara í svipað horf og það var. Bægslaganginum sé þó núna að mestu haldið bak við tjöldin.

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Individualistic Vikings: Culture, Economics and Iceland

Cited by 8 publications

References 23 publications

The opening of Costco in Iceland: Unexpected meanings of globalized phenomenon

The opening of Costco in Iceland: Unexpected meanings of globalized phenomenon

Deficit in Propriety? Cooperative Learning and Group Self-evaluation in Higher Education

Var Adam ekki lengi í helvíti? Hafa stjórnunarhættir á Íslandi breyst eftir hrunið 2008?

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