People are looking more and more to improvements of life quality and have long life expectations. Together with the increase of income per capita of development countries change their concerns. Having food on the table is ‘guarantied’, quality food on their plate is the challenge which moves people to think about their source, way of production and sanity sustainability of their food chain including environment conscience gains attention on consumers. When there is a demand the supply chain tries to respond to that. This demand is developing faster than the development of companies, entrepreneurs, land, labor and knowledge (Horticulture sector development for emerging markets, 2018). Organizations that only operate on the local market are already lagging behind their international competitors (Cullen, 2002). When an organization operates alone within one market, it has greater risks. If things go wrong within one market, the financial damage in case of spreading the risk is more limited. But the disappearance of the European internal borders has made it attractive for Dutch entrepreneurs to do business abroad. Furthermore, the high wage and production costs in the Netherlands make it difficult for entrepreneurs to maintain a good negotiating position. Another reason may be that the home market is already saturated with certain products and in some sectors it is difficult to attract the right staff or there is no staff available with sufficient knowledge and experience. The growth of international organizations strongly depends on the quality and intensity of the interconnections and interactions within their own international branches. In 2040, half of the Dutch companies in the horticultural cluster will have one or more branches abroad. The Netherlands, with 60% of the world trade passing through Dutch companies, is the international commercial center for flowers and plants (Brouwer, Van der Zwan, 2011). The essence of success is when organizational cultures of different parties are open to change, share knowledge and whether operational processes fits well. But how do you build up a good relationship in these times of increasing globalization (Euwals, Meijerink, 2018)? Through globalization and innovation, new ways of thinking and work are emerging, which increases boundless teamwork. It appears that working with global teams is becoming increasingly important. Employees within an international organization that work together flourish. Working together to achieve a common goal, presuppose the formation of a team. In an international operating company this hardly can be avoid.

Additional Metadata
Keywords family business, cross-cultural collaboration
Thesis Advisor Marja Flory, Paul Aertsen
Persistent URL hdl.handle.net/2105/50587
Series Management van Verandering
Citation
Tessa Nanninga. (2019, September 30). How does cross-cultural collaboration works in an international horticultural family business?. Management van Verandering. Retrieved from http://hdl.handle.net/2105/50587