For this assignment we have interviewed a manager who partially owns an import and export company focusing on Italian products. During the interview, the respondent shared insightful examples of successful intercultural initiatives implemented by the company. One notable achievement was the collaboration with a Thai sister firm that resulted in the introduction of an aloe vera drink in Slovakia and other markets close by. Despite the stark cultural differences between the organizations, they managed to build a strong partnership and expand their product’s reach.

When discussing the handling of cultural roles and differences, the interviewee stressed the significance of understanding, patience, and maintaining an open mind. They acknowledged that one’s own perspective might not be sufficient and that embracing different ways of thinking is essential for fostering lasting partnerships. The interviewee described the importance of recognizing and respecting cultural disparities during negotiations, ensuring that both parties feel understood and valued. Demonstrating hospitality by taking clients or partners out for meals and drinks was also mentioned as a way to exemplify these values.

To promote cultural understanding and respect among employees, the interviewee highlighted the company’s approach of immersing them in intercultural situations. They cited ongoing business travels as an opportunity for employees to learn and adapt to diverse ways of thinking. By actively exposing their team members to different cultures, the company cultivates an environment that encourages intercultural learning and appreciation. Addressing inhibitive issues in intercultural communication was regarded as crucial by the interviewee. They emphasized the importance of acceptance and learning, presenting two approaches: one where partners embrace each other’s norms and customs without forcing adaptation, and another where adaptation is necessary to accommodate cultural traditions. The interviewee emphasized the significance of ensuring employees feel comfortable and not subjected to prohibitive or inhibitive situations.

Regarding decision-making processes and cultural dimensions, the interviewee took a unique perspective. Rather than relying solely on cultural rules, they focused on understanding individuals as whole persons, irrespective of their cultural backgrounds. By evaluating people based on their individual characteristics and thinking patterns, the company strives to form connections based on personal values, rather than preconceived assumptions associated with cultural norms.When it came to addressing the Uncertainty Avoidance Index (UAI), the interviewee explained their proactive approach of actively avoiding behaviors that could introduce uncertainties. By prioritizing certainty in their actions and encouraging partners to do the same, the company fosters stable and enduring partnerships.

In terms of the dimension of Masculinity vs. Femininity (MAS), the interviewee emphasized the company, a.s.’s commitment to equal opportunities and gender inclusivity. They highlighted the equal ownership position held by the interviewee, their mother, and aunt, as well as the growing presence of women in management roles within the company. The interviewee firmly believed in not differentiating between genders and rather focusing on individual values when seeking potential partners.

Overall, the interviewee underscored the importance of understanding, respect, adaptability, and equality in intercultural initiatives and communication within the company. The company’s efforts to create a welcoming environment, encourage intercultural learning, and value individuals for their unique qualities contribute to their success in navigating cultural diversity.

Hofstede Dimensions

The individual interviewed originates from Slovakia, a country that can be examined through the framework of Hofstede’s cultural dimensions. Slovakia displays a heavy inclination towards hierarchy, scoring a whopping 100 in this dimension. This suggests a sincere preference for structured systems of authority and an acknowledgment of power disparities within society.

Moreover, Slovakian culture showcases characteristics of individualism, scoring 52 on the Hofstede scale. This implies an emphasis on individual achievements, self-reliance, and personal goals, as opposed to a strong collective identity or interdependence (Hofstede, G., Pedersen, B., 2002).

Additionally, the interviewee’s culture demonstrates a severely pronounced orientation towards achievement. Again, getting the full mark at 100 out of 100. This indicates a high regard for setting and attaining goals, with a strong focus on work-related pursuits.

Furthermore, Slovakia exhibits a degree of certainty orientation, scoring 51. This reflects a preference for rules, regulations, and controls in society. The Slovakian people value predictability, structure, and clarity in their social, professional, and personal lives.

Moreover, the country displays a pronounced emphasis on time orientation, scoring 77 on the scale. This suggests a focus on persistence and a culture where leisure time doesn’t carry the highest importance. It’s looked well upon saving.

Lastly, the Slovakian culture exhibits a relatively low score of 28 on indulgence. This indicates a tendency to regulate behavior based on social norms, with a more restrained approach to individual desires and adhering to societal expectations (Hofstede, G., Pedersen, B., 2002).

By employing Hofstede’s dimensions to analyze Slovakia, we can discern these significant aspects of its cultural landscape: a distinct hierarchy orientation, individualistic tendencies, a focus on achievement, a strong preference for certainty and regulations, a lower emphasis on long-term planning, and a restrained approach towards indulgence.

Outcome

During the interview with the representative from the company we found that the interviewee was not familiar with the Hofstede Dimensions. Therefore, we took the opportunity to explain the model to him and provided him with the results of two countries whose cultures he was familiar with: Germany and Poland. We also asked specific questions to delve deeper into the dimensions where he was uncertain.

Throughout the discussion, it became apparent that the interviewee agreed with some aspects of the dimensions while disagreeing with others. For instance, he expressed a dislike for hierarchical structures in the workplace, which aligns with a lower power distance preference. Additionally, he mentioned a preference for emotional communication, which is associated with a more feminine cultural orientation. However, in one of his responses, where he stated, “Either they have it, or they don’t,” it revealed a more power-distant and masculine perspective.

Based on our analysis, several conclusions can be drawn. Firstly, the Hofstede dimensions should not be considered universally applicable in every situation, as individual preferences and experiences can influence perceptions. Secondly, the interviewee’s understanding of the dimensions may differ from the official Hofstede values, potentially due to a lack of familiarity. Finally, as the interviewee has worked in diverse cultural settings and contexts, his personal perceptions may not necessarily align with traditional Polish values, highlighting the importance of considering individual experiences and situational factors.

It is important to note that the company is an international company, and the interviewee’s perspectives may not represent a typical Polish cultural standpoint. Each situation and the cultural experiences of those being evaluated play a significant role in determining the relevance and application of the Hofstede Dimensions.

In conclusion, the interview provided valuable insights into the interviewee’s perceptions and shed light on the limitations of applying the Hofstede Dimensions universally. Understanding cultural nuances and individual experiences is crucial in accurately assessing intercultural dynamics within organizations.

Possible solutions

The Company works with many different cultures, both as employees but also through partnerships. The employees especially are encouraged to learn about other cultures by submerging in intercultural situations.

Because of the different cultures it’s understandable that there will be different views on certain topics or during meetings. A way to work with people who make think different about certain things is to get to know those differences. Everyone can sit in groups and the prejudices and biases anyone may have will be identified. This alongside with the positive aspects from the other cultures and countries the other people are from. These groups will then present the results to everyone, this way everyone learns the differences there may be but more importantly you get to know your colleagues.

Because of the open minded way of thinking about the cultural diversity within the top of the company, you can see the positive effect working its way down. The way no one is looked at in a stereotypical way, so making assumptions based on their culture or being a man or a woman, makes it so everyone feels like they can be themselves. Each and everyone is looked at as a whole, by the way everyone is individually. Not one of the colleagues felt there to be any inequality.

Sources

• Hofstede, G. J., Pedersen, P. B., (2002). Exploring Culture. Yarmouth, Massachusetts, USA. Intercultural Press.
• TCPS Institute (n.d.). Hofstede dimensions. Cultural bridges tool. Image source.
• Interview with manager