Doctoral Thesis, public defense May 9th, 2009

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Disputation Göteborgs Universitet. Cheryl Marie Cordeiro, Kirsten Jaeger, Aalborg

Waiting for the public defence session to begin. The Opponent and main examiner was Associate Professor Kirsten Jaeger from Aalborg Univeristy, Denmark.
Photo for CMC: JE Nilsson and David Neikter Nilsson © 2009

One of the things that have dawned on me during the years I have spent working on my thesis is that writing a doctoral thesis and having it approved are done for various reasons, and thus approached in many different ways around the world.

One reason for people to pursue a PhD is to obtain a final, formal confirmation of their status as an expert in their own lifelong field of work. In northern Europe, you can research and write a PhD thesis alongside your full-time occupation, and there is no real rush to it. If it takes ten years or more, it does not really matter. That the time taken to write a PhD thesis is secondary to the quality of the thesis is very much emphasized here in Sweden, and these values are reflected in the average time to complete a PhD in Scandinavia, which is 10 to 14 years, without anyone batting an eyelid.

A more common reason for pursuing a PhD is in preparation to your academic career in your particular field of interest. This is mostly done at the university where you’ve received your basic training, by adding a research education on top of what you have already done in your undergraduate days. This is a quicker way and you follow the methods of the professor you have already been studying under.

Personally, I have a passion for research and pursued a PhD because I wanted to become a research specialist in a field of my own choice and one that I have pioneered myself out of pure interest, which is to study Scandinavian management / leadership in Asia, in particular in Singapore. I also wanted to use the two qualitative methods of grounded theory and systemics linguistics as analysis tools on business administration matters, while most other studies on management have thus far favoured quantitative methods.

Having come from a mostly Anglo-Saxon education background, I have also sped through, the best I could, the Nordic education system with 6 years doing my PhD, that included a year as a ‘visiting student’, the time spent learning Swedish as a third language, the sporadically offered compulsory PhD courses for all doctoral students and the writing of the thesis.

I actually saw this entire process as something quite enjoyable. To be able to dig into tens and thousands of words and numbers, get them into order and eventually start seeing them form into patterns of meaning and information, is actually fun. I realize this might finally position me as a true blue ‘nerd’, but so be it.

PhD Public Defence session

Protocols for PhD public defence sessions in Scandinavia vary according to which traditions the institution follows. Some universities in Finland are amusingly conservative, so much so that one can almost see how doctoral public defences were conducted during the Medieval times, while universities in Denmark can be quite modern and informal. Swedish traditions are somewhere in-between.

Disputation, Arkeologen, G&teborgs Universitet.

All in all, around thirty persons made it to the event last Saturday. Considering this was during a spring weekend, I was impressed and happy to see so many attending the disputation instead of setting up barbecue in their gardens or pretty much doing anything else at all.

The procedure during my defence session in Sweden began with the Chairman opening the session by introducing the participants, which were the Candidate (myself) and the Opponent, in this case, Associate Professor Kirsten Jaeger from Aalborg University, Denmark, who was also the main examiner in the examination committee.

Next step was for the Chairman to ask the Candidate if there were any additions or corrections to the text. Most candidates will have an “errata” list that would now be added to the thesis. This is important if there are any significant mistakes in the paper, for example, if the word ”not” was left out in the main conclusion.

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Academic traditions: the Nailing of the Thesis, April 17, 2009

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Nailing the thesis at University of Gothenburg, Sweden

Nailing the thesis at University of Gothenburg, Sweden
Photo for CMC © Jan-Erik Nilsson 2009.

When I was told that I was supposed to “nail” my thesis to the University wall, it initially didn’t occur to me that I was supposed to do so literally and in person, with a hammer.

But so it went.

A University tradition since Medieval times
In the West, universities developed as centres for research and higher learning as we know them today around the 11th to 13th century when it became obvious that the old cathedral schools were no longer adequate.

A fully developed medieval university had four faculties of which the theological was the most important. Then came law and medicine, while philosophy was a preparation in the ‘seven liberal arts’ such as math and rhetoric etc. that you needed to clear before entering the higher levels.

In 1517 Martin Luther nailed his ’95 Theses’
Looking back at the traditions of the European universities, there is surprisingly little written on academic traditions. As for “nailings”, what comes to mind if something is the famous occasion when in 1517, Martin Luther nailed his 95 theses to the door of the All Saints’ Castle Church in Wittenberg.

In most stories about this event, it has appeared as if the nailing in itself was a unique act of rebellion, to draw attention to his protests, but personally, I think what he did was to follow an academic tradition of publicly announcing his “theses”, which in Greek means “position”, and more or less invited others to discuss this at the Wittenberg University where he was a Professor in Theology.

That the nailing of the theses by Martin Luther was in academic spirit and inclination appears all the more likely since in 1502, the All Saints’ church served as an annexe and a chapel to the University of Wittenberg. The church was the place where university students were awarded their doctorates and it would have been a place where the general public would weekly (or even daily) frequent in those times.
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Purple proper, to the “spikning” or nailing of the thesis

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At Repro Centralen of Göteborgs Universitet, University of Gothenburg, Sweden

At the printing shop of Göteborgs Universitet to collect copies of my thesis. Purple wool dress by Warehouse and black patent flats by Prada.

It was to be a small academic ceremony today where I collected my thesis from the printers and have one copy nailed to the public notice board of the University of Gothenburg. The spikning or the nailing of the thesis is for two main reasons, the first of which is to encourage the public to read your work and the second, perhaps more important reason, is to show that your work hasn’t been plagiarized.

Design in dress and colours on outfits have always been important factors in my life. When choosing junior colleges in Singapore, I remember how all my other classmates chose their junior colleges based on entry grades and proximity to the home. I chose my junior college based on its uniform. So I ended up at Victoria Junior College in Singapore, second highest ranked after Raffles Junior College at that time, with its beige coloured unifrom accented with a deep wine coloured belt. And I felt perfectly fine about it. I thought a neutral beige would help my mind relax in its notoriously competitive school environment and the deep burgundy wine just happens to be one of my favourite colours of all time.

Spikning, nailing the thesis to the notice board for the public at the University of Gothenburg

Nailing the thesis to the public notice board at Göteborgs Universitet.

The ceremony consisted of drilling a hole at the corner of my 554 paged thesis and putting a nail through that, onto the notice board at the University of Gothenburg. A champagne bottle was popped and served in celebration, and as a thank you for the group who had joined in for this happy event.

In dress, I opted for a 60s looking purple sheath dress from Warehouse with a boat neck and capped sleeves, since it had clean lines and turned quite chic when paired with dark grey wool tights and a pair of black patent Prada flats.
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PhD thesis Acknowledgements, 2009

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My PhD thesis, entitled Swedish management in Singapore: a discourse analysis study (2009) will be printed within the week. In this post, I’d like to share with you the Acknowledgements section of my thesis. This section tells briefly, the story of how the PhD thesis began and the individuals who helped me put it together.

More about my PhD thesis can be found at cherylmariecordeiro.com. The public defense of the thesis will take place on Saturday, the 9th of May, 2009 at 10:00 hrs, Room T302, Arkeologen, Olof Wijksgatan 6, Gothenburg, Sweden.

The Invite to the thesis will be posted on my website shortly.

Acknowledgements

Photo for CMC © Kevin Dominic Cordeiro 2009.

Cheryl Marie Cordeiro by Kevin Dominic Cordeiro, Kranji, Singapore

My PhD years at the University of Gothenburg and this thesis has had mentorship from numerous outstanding individuals both from within the university and outside of it. It is to these individuals, including the Scandinavian and Asian respondents that took part in my study, that my heartfelt gratitude and thanks go out to, for without their help, this thesis would not have seen its ISBN number.

First and foremost I would like to thank my parents Rita and Adrian Cordeiro and my brother Kevin, who through my childhood and study career had always encouraged me to follow my heart and inquisitive mind in any direction this took me. My parents provided me with a loving home, one where an academic mind was celebrated, and Kevin’s sharp sense of humour has been a gift in my life. If we ever had a family motto that would have been – If there’s a will, there’s a way – a philosophy of life I have been carrying with me every day.

I grew up in the Republic of Singapore. The history of this city state is not older than that I have followed much of its development myself, from its modest situation after its separation from Malaysia in 1965 towards becoming a small but modern state, with its gross domestic product (GDP) per capita ranking among the highest in the world. Singapore has accomplished this and several other milestones without basically any natural resources. In fact, Singapore does not even have enough natural freshwater resources to sustain its own population. I could not help but ask myself, how did Singapore make all this possible?

Singapore is also multi-cultural and multi-religious, as such, there was often some kind of celebration going on somewhere. The cultural beliefs and obligations were legion. My school- and classmates were Chinese, Malays, Indians, Eurasians and Arabs etc, all living as far as I could tell, happily together. As I grew up, I was surprised to understand that this was not always the case in many other places of the world. Here again, I could not help but ask, how does Singapore handle the multi-faceted social fabric of its society?

Later, during my university years and while studying towards two separate Masters degrees I got to notice that there were many foreigners coming to Singapore to set up and run Asian market head offices. Among those were many Swedish organizations. It was obvious to me that these foreign companies were part of the what made Singapore a successful business hub.

Eventually my inquiring mind put me in contact with Jan-Erik Nilsson in Sweden who, being one of the founding fathers of the Swedish East Indiaman Gotheborg III ship project, had a lot of thoughts on this subject.

It was our discussions around the peaceful and profitable historical Swedish – Asian trade adventures of days gone by and its modern continuation in Singapore that eventually led to the beginnings of this PhD thesis.

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The beginnings of profiling Scandinavian leaders in Asia: the 6 categories

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The experience of being and working in a foreign city is like a juxtaposition of realities. It’s difficult not to impose what you already know from before, to the here, now and the Other.
Photo by Doug Keyes, from his Becoming Language series.

In 2004, I had the opportunity to network and meet up with about 33 Swedish leaders (CEOs, MDs, regional managers, managers etc.) and their Asian counterparts. They all worked in Swedish related or Swedish owned organizations in Singapore, some of which being Ikea (I think almost all Singaporeans have something from Ikea these days, they have just opened a 2nd megastore on that tiny city island!), Sony Ericsson, Kvaerner E&C and ASSAB.

I was interested in the organization leadership profile since, as expatriates, most of the Scandinavians are already highly pressured to perform when they arrive at the Asian subsidiary. A standard 3 year working contract in Asia (which can be extended at the end of the 3 years if they wished), means there’s not much time for them as individuals and leaders of an organizatoin to adjust to the new culture, climate, food, people etc. and then get going on the job, showing performance results. Those with family might also have the family in tow, which means the added task of relocating the family, finding the right schools for the children, the right neighbourhood and ensure that the accompanying spouse doesn’t feel all too isolated in the new society.

The motivation for profiling Scandinavian leadership in Singapore came from casual coffee-shop talks, literally meeting up with Scandinavian friends whom I’ve known in Singapore for several years. In my café talks, I noticed that as a group of expatriates, they shared similar organization ideology, a certain point of view on life and how things worked. They also encountered similar problems such as language barriers, even though the administrative language in Singapore is English, and why it is that when an Asian says yes, s/he really means something else. And they find themselves spending a lot of effort and energy into understanding cultural issues such as politeness, the concept of face and more, in order to do business in Asia, to cooperate with their colleagues and keep employees satisfied.

But it wasn’t always an organization aspects that intrigued me but also off-handed social comments made, for example, on thoughts on how the average Singaporean would criticize and gossip about Singapore women, such as SPGs (Sarong Party Girls) who only date Caucasian men, but society at large would not lend a critical eye to the behaviour of Singapore men.

Hearing comments such as those has had the effect of making me feel like I’m looking through the looking glass. These perspectives were new to me and I found their points of view fun! It was conversations such as these that led to full fledged arranged interviews with more Scandinavians living and working in Singapore.

The interview topics, in time, reflected a pattern that could form larger categories that could roughly be depicted as concentric circles that radiated outwards, with the Individual as core. And the categories can be represented approximately as such:

Interview topics revolved around these 6 categories, the Individual, Family & Social, Organization, Society, National and Environment. These categories are reflected in the column to the right of the page. It is in these categories that these pages and subsequent topics will mostly be organized.

These 6 categories and their subsequent topics, what people are talking about when they talk about things pertaining for example, to the Individual, the Family & Social etc.

As soon as I have made a posting related to any of these categories, the category will make its appearance in the right hand column.

I hope this organization of information will make information retrieval and site navigation more reader friendly.

In search of the Singapore management style

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A Singapore print by Charlotte, principal artist and creative director of Lotti Lane. The myriad of colours captures the multi-cultural fabric of Singapore.

Singapore: a nation with a multi-cultural fabric
With its immigrant beginnings, Singapore has long struggled with the forming of a national identity. The Chinese were the largest immigrant group during the 1800s and early 1900s. Hailing mostly from the south of China, where they had very strong ties and loyalty to mainland China in the beginning. Many never thought of permanently settling in Singapore, but hoped to return one day to China. And when money was made in Singapore, it was often remitted to families back in China. Today, the Chinese make up about 75% of the Singapore population.

The natives of the land were the Malays, who today make up approximately 14% of the population. And Singapore had immigrants from India and other parts of the world, such as the Arabs, Portuguese, British, Dutch etc. The Indians form about 9% of the population and the ‘Others’ including the Eurasians (European-Asian descendants) make up about 2% of the current population. The multi-racial fabric is also reflected in Singapore’s four official languages, which are Malay, Mandarin, Tamil and English.
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Swedish management: its research beginnings, characteristic traits and style

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IMG_4818 598

Field in Mölle, Sweden.
Text & Photo © CM Cordeiro 2014

The Swedish management concept made headlines in 2001, as only sports news can do, when the BBC news reported that Swedish soccer manager Sven Goran Eriksson took England to the top in the World Cup qualifying rounds using Swedish management ideology.

As a field of research, studies on Swedish management is relatively new, beginning in the 1980s with research in the area of Scandinavian management. A prominent piece of work in the field at that time was Skandinaviskt management i og uden for Skandinavien by Geert Hofstede.

And in 1985, Jan Carlzon’s success as CEO (1980 – 1993) of Scandinavian Airlines (SAS) led to his book entitled Riv pyramiderna!, which mapped SAS’s winning management strategy under his leadership. His success and work gained much media attention and created a Scandinavian leadership ideal. Carlzon’s main idea was to lateralize hierarchies and decentralize decision-making within the organization, which empowered employees further out in the service line to serve customers better. With decentralization, employees were given the power to make decisions on the spot, without having to go to their managers to ask for decision approvals. And since they knew the customers better, Carlzon was convinced that the people ‘out there’ would fit best in making the right decisions regarding their work situations. The lateralization process had its problems and hiccups, one of which was the consequence of making middle managers feel rather redundant and had to be reassigned duties.
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