1.1 Introduction
The chosen organization is an international emergency logistics provider. The company specializes in time-critical shipments and operates across Europe, Asia, and America. Due to its international operations, the company has its employees interact with a wide range of customers and operational partners, all of whom come from diverse cultural backgrounds.

1.2 Organization Background
The logistics industry is the backbone of global trade, providing a variety of goods to customers promptly and supporting a wide range of industry functions. Due to the wide range of operations across time zones, the chosen company has offices in Asia, Europe, and America. This means the company can operate 24/7, seven days a week, and 365 days a year.
The company provides multiple services and solutions, such as Urgent Air Service, where they pick up a package from any location across the world and have it sent on the airplane within the same day as the request being made. Another service is Urgent Rail Service and Urgent Road Service, which are very similar to the urgent air option but use trains and road vehicles instead of airplanes. Spare Parts Storage and Distribution Service manages the storage and rapid distribution of critical spare and replacement parts to keep machines, vehicles, and aircraft from sitting idle. For the fast-est air options, Next Available Flight Service books a shipment onto the very next available flight, airport-to-airport; Dedicated Courier Service has a courier personally hand-carry it as accompanied baggage door-to-door; and Private Aircraft Service secures a full aircraft exclusively for a single shipment when scheduled services won’t do. Finally, the company provides two specialized life-sciences services: Specialized Medical Transport Service hand-carries life-critical, temperature-sensitive cell and gene therapy materials under strict supervision, and Sensitive Medical Materials Transport Service handles the compliant, time-critical transport of radioactive nuclear-medicine ma-terials for diagnostics and therapy by specialized courier terminals with Class 7 dangerous-goods expertise.
The client population of the chosen company ranges from medical organizations wanting to transport valuable organic matter to a luxury automotive manufacturer, who is willing to pay a premium to prevent any supply chain disruption due to missing parts. As the provided logistics are quite com-plex and provide a high amount of value, the company can charge a premium rate for its services.
1.3 Purpose of the Case Study
Within this case study, we aim to better understand how culture influences communication, decision-making, and leadership within the scope of an international organization, and how an organization can best communicate across cultures.

Chapter 2: Cultural Limitations and Communication Challenges

2.1 Hierarchy and Communication

One of the most significant intercultural challenges identified during the interview was the influence of hierarchy on communication. The interviewee explained that employees in some Asian offices are often reluctant to ask for help, admit uncertainty, or escalate problems to their supervisors. Accord-ing to the interviewee, employees may fear negative consequences or feel uncomfortable admitting that they do not know how to handle a situation. As a result, they tend to follow procedures strictly and wait for instructions rather than taking independent action when problems arise.

This behaviour suggests that cultural expectations regarding authority influence communication pat-terns within the organization. In some cultures, questioning a superior or openly admitting uncertain-ty may be perceived negatively, which can discourage employees from communicating potential problems at an early stage.

The impact of this challenge is particularly significant in the emergency logistics industry, where speed and rapid decision-making are essential. The interviewee noted that delays in communication can result in slower responses to operational issues, increasing the risk of service disruptions and customer dissatisfaction. In an environment where every minute counts, hesitation to communicate problems can reduce operational efficiency and affect service quality (Personal communication, June 4, 2026).
2.2 Individual Autonomy and Overconfidence
Another intercultural challenge identified during the interview relates to differences in employee au-tonomy and decision-making. The interviewee explained that employees in the United States often take initiative and attempt to solve problems independently. While this approach can increase flexi-bility and encourage proactive behaviour, it may also lead employees to modify procedures without consulting headquarters or obtaining approval.

This behaviour suggests that cultural values may influence how employees balance independence and organizational control. Employees who are encouraged to take initiative may feel confident adapting existing procedures to local circumstances. However, when these adaptations are not communicated to other offices, inconsistencies can emerge across the organization.

The interview revealed that such behaviour can create operational difficulties in a global company that relies on standardized procedures. The interviewee explained that local adaptations to Standard Operating Procedures (SOPs) sometimes create confusion when other offices must take over op-erations or collaborate on shipments. Consequently, excessive autonomy can reduce process con-sistency and increase the likelihood of operational errors (Personal communication, June 4, 2026).
2.3 Language and Interpretation Barriers
Language and communication differences also represent an important intercultural challenge within the organization. Although English serves as the company’s primary working language, employees come from a wide range of national and linguistic backgrounds. The interviewee acknowledged that communication difficulties sometimes arise because employees use different expressions, commu-nication styles, or interpretations of the same message.

According to Weaver’s communication model, communication noise occurs when a message is dis-torted during transmission. In multicultural environments, semantic noise may occur when individu-als interpret the same information differently because of language differences or cultural assump-tions. This can affect the accuracy and effectiveness of communication (Weaver, 2013).
The interviewee also described difficulties when communicating with courier partners in China who do not speak English. Since the company operates twenty-four hours a day across multiple regions, employees often need to coordinate internationally outside local working hours. Language barriers can therefore complicate communication regarding shipment details, pick-up locations, and delivery requirements (Personal communication, June 4, 2026).
2.4 Time Perception Differences
The interview further revealed that differing perceptions of time create challenges within the organi-zation. The logistic company operates in an industry where customers expect responses within minutes and where shipment collection often needs to occur within thirty to forty-five minutes after a booking is made. Despite these operational requirements, employees from different cultural back-grounds may interpret deadlines and urgency differently.

The interviewee explained that employees may have different expectations regarding punctuality and response times. The interviewee suggested that German employees generally interpret deadlines very strictly, whereas employees from other regions may view deadlines more flexibly depending on circumstances. This illustrates how cultural perceptions of time can influence workplace behaviour and decision-making.

The impact of these differences is particularly important in emergency logistics. When employees interpret deadlines differently, coordination between international offices becomes more difficult. Delays in responding to customer requests, communicating updates, or completing operational tasks may affect service quality and reduce organizational efficiency. Therefore, differing perceptions of time represent a significant intercultural challenge for a company that relies on speed and respon-siveness (Personal communication, June 4, 2026).

Chapter 3: Hofstede Cultural Dimensions

Hofstede’s cultural dimensions explain how national cultures differ in aspects such as hierarchy, independence, uncertainty avoidance, and communication expectations (Hofstede, n.d). This frame-work is relevant because the chosen company operates across global hubs where cultural differ-ences can influence decision-making, alignment, and escalation.

1. Power Distance Index (PDI)
Power distance can strongly influence the decision-making within this company because some re-gional teams may be less. Comfortable challenging authority, admitting uncertainty, or escalating issues quickly. In high power distance cultures, employees may prefer to wait for instructions from their upper managers, follow procedures strictly, and avoid admitting they do not know something, if they fear negative consequences. In an emergency logistics environment, this can slow down the decision-making and create operational risks.
However, in lower power distance cultures, such as the Netherlands, employees may feel more con-fident speaking up, questioning authority, or contacting seniors directly. This can help faster prob-lem-solving but could create inconsistency if people act without alignment. Therefore, decision pro-cesses need a balance: clear authority and procedures, WITH a safe environment, this is being sup-ported by the company’s internal managers and through their trainings.

2. Individualism vs. Collectivism (IDV)
Individualism vs collectivism helps explain whether employees act mainly from personal responsibil-ity and autonomy or group loyalty and harmony. This is relevant as the company has employees from all over the world, including German, Italian, and other European teams, where decision-making styles may be different. Germany and Belgium score highly on individualism, while Italy also leans individualistic but can be more relationship-oriented in practice (The Factor Group, n.d). in urgent logistics, individual initiative is beneficial, but could become risky if employees act independently from shared procedures. The missing shipment case shows this clearly: the issue was resolved through a crisis team, specialist involvement, and updating the client regularly, suggesting that ef-fective decision-making requires individual responsibility mixed with structured collective coordina-tion.

3. Uncertainty Avoidance Index (UAI)
Uncertainty avoidance is relevant because the company is German-based and operates across time-critical hubs such as Frankfurt, Amsterdam, Munich, Vienna, Miami, Shanghai, Singapore, and more. Germany scores relatively high on uncertainty avoidance (with an average of 65), meaning decisions are often supported by throughout planning, expertise, and organized processes, but it also can create tensions across hubs: in Asian offices, employees may follow procedures very strictly and hesitate to escalate uncertainty, while in the US, employees may act too independently, as the uncertainty avoidance is much lower (with a score of 46). Critically, the company should not only standardize procedures, but also define clear escalation signals so that uncertainty is solved quickly and efficiently.

4. Masculinity vs Femininity (MAS)
Masculinity vs femininity reflects whether a culture prioritizes achievement, performance, and re-sults, or cooperation and quality of relationships. The company operates in time-critical, high-performance logistics, where speed and reliability are central to their service model. A more mascu-line approach can support urgency, accountability, and fast action, but could also increase pressure or conflict during stressful handovers. The company manager mentioned that stress can turn into anger or tension between colleagues and clients when issues arise, and urgent action is needed. Therefore, emotional escalation or blame should be prohibitive, while asking for support during challenges should not feel inhibitive to employees or clients. The crisis team example shows a good balance: performance stayed important, but the problem was solved through coordination and structured communication.

5. Long-term Orientation vs. Short-term orientation (LTO)
Long-term vs short-term orientation affects whether decisions mainly focus on immediate results or on sustainable methods, learning, and future consistency. For the selected company, this plays a relevant role because the organization promises time-critical, high performance logistics and offers 24/7 expert support for urgent shipments. The interview shows a long-term orientation through their global SOP training, version-controlled documentation, mandatory review sessions, and centralized storage, which are meant to prevent any errors between global hubs.

The challenge is that local offices, especially the US and China, sometimes adapt SOPs without approval from Frankfurt headquarters, creating dangerous divergence. When Frankfurt covers an-other region around the clock, undocumented local processes can cause errors. This shows a criti-cal tension: local adaptations should not be prohibitive, because each hub faces their own cultural and operational challenges, but undocumented adaptation should be prohibitive because it breaks global alignment. At the same time, asking for clarification or admitting that a local process is un-clear should not feel inhibitive, especially in Asian hubs where hierarchy and indirect communica-tion may already delay escalation.
In addition, the language barrier with Chinese courier partners also show that short-term solutions, such as booking using Chinese-speaking intermediaries are useful but not sufficient long-term.
The company addresses these issues by using strong local leadership as a bridge between local flexibility and head-office alignment. Critically, this approach allows the company to stay responsive across cultures while protecting long-term consistency, shared understanding, and operational safe-ty worldwide.

Figure 1. Hofstede dimensions comparison. Adapted from The Culture Factor Group (n.d.).

Chapter 4: Best Practice Example

A strong practice example from the interview is the organization’s response to a missing ship-ment crisis. The interview participant described a situation from his time as Head of Opera-tions in Western Europe, when a shipment went missing during a time critical logistic process. The employee responsible for the booking already knew the shipment was missing but did not immediately escalate this to the customer. Instead, he contacted the different partners, who took the situation rather lightly and said they would give an update once the shipment was found. At first, the problem looked operational, but it quickly became a communication issue because the customer was waiting without clear information.

The situation became more serious when the customer asked whether the shipment had ar-rived at its destination, which was believed to be in Italy. The operational employee was afraid to say that the company did not know where the shipment was. Eventually, the issue reached the team leader, who told the customer that the shipment was lost. This created more stress because the customer suddenly received bad news without enough context or reassurance. The customer then contacted the interview participant directly and asked what was happening inside the operation.

The positive solution started when the participant created calmness and structure. He told the customer he would investigate and call back within 30 minutes. Internally, he organized a cri-sis team with the team leader and the person responsible for the booking. The team had to contact the relevant operational parties and check the situation every 15 minutes. When there was a sign that the shipment might be in Brussels, the participant called the cargo manager there and asked him to return to the operation, even though he was already on his way home. This shows the organization’s deeds as well as its words. The company did not only say the shipment mattered, but it also demonstrated this through coordination, responsibility and fast follow ups.

A key part of the solution was the shift in customer communication. Instead of leaving the cus-tomer with uncertainty, the participant asked whether the customer wanted updates every 30 minutes. After several updates, the customer felt reassured because he could see that the organization was actively searching for the shipment. Eventually, the shipment was located during the night. It had been stored somewhere by mistake by a handling agent and was sent directly back to Italy. Although the customer was still unhappy and the case became a claim, he appreciated that the organization moved from almost no communication to regular commu-nication focused on the customer.

From an ethnographic perspective, this example shows people in their cultural work setting. The interview described an emergency logistics environment where time, pressure and re-sponsibility shape daily behavior, especially because every minute can matter during a disrup-tion. The explicit side of the solution was visible in the crisis team, phone calls, 15-minute in-ternal checks and 30-minute customer updates. The implicit side can be understood through Weaver’s iceberg model, which explains that visible behavior is shaped by deeper hidden as-sumptions, values and expectations (Weaver, 2013). In this case, regular updates did more than share information. They symbolized reliability, respect and control because the customer felt reassured when communication became regular and structured. The regular 15-minute checks and 30-minute customer updates became a shared routine that signaled accountability and commitment to both the customer and the operational team. What was not said was just as important. The employee’s fear of admitting “we do not know where the shipment is” shows how silence can become part of the problem. (Personal communication, June 4, 2026).
The hesitation to admit uncertainty reflects Hofstede’s idea that cultures differ in how people deal with hierarchy and responsibility, which can influence whether employees feel comforta-ble escalating problems and admitting mistakes (Hofstede et al., 2002). Weaver (2013) also helps explain the deeper communication layer, because the problem was not only what was said, but also what remained unsaid. In this case, the best practice was not only recovering the shipment but creating a shared communication routine that helped the organization move from uncertainty to action and helped the customer feel secure again. Other international or-ganizations can learn from this by preparing clear escalation procedures and by asking cus-tomers how often they want updates during disruption. Overall, this case shows how struc-tured and honest communication can turn a serious operational problem into a positive inter-cultural solution.

Chapter 5: Outcome

The main outcome of the interview is that intercultural communication in the selected organization is not only a human resources topic, but an operational necessity. Because the organization works in time-critical logistics, communication has a direct influence on speed, reliability, customer trust, and service quality. The interview showed that cultural differences do not always appear as open con-flict. In many cases, they appear through silence, hesitation, overconfidence, different interpreta-tions of time, or different expectations about hierarchy and responsibility.

One important outcome is that the organization already recognizes communication as a key opera-tional challenge. The interview participant explained that communication problems are not mainly caused by vocabulary or English language ability, but by cultural expectations around action, escala-tion, and responsibility. For example, employees in some Asian offices may hesitate to ask for help or admit uncertainty because this could feel uncomfortable in a hierarchical environment. As a re-sult, they may wait for instructions instead of taking immediate action. In contrast, employees in some North American contexts may act too independently and adapt procedures without first align-ing with head office. This creates a different kind of risk, because local initiative can become opera-tional inconsistency.

This shows that the same organizational value, such as responsibility, can be interpreted differently across cultures. In one cultural context, responsibility may mean following the procedure carefully and waiting for a superior’s decision. In another context, responsibility may mean taking initiative and solving the problem independently. The outcome is that the organization needs a shared com-munication framework that makes escalation, clarification, and decision-making acceptable across cultures.

The missing shipment example also showed that communication can change the outcome of a cri-sis. At first, the employee responsible for the booking did not communicate clearly with the customer because he was afraid to say that the shipment could not be located. This silence increased uncer-tainty and made the customer feel insecure. Once the interview participant created a crisis team and introduced regular updates, the customer became more reassured, even though the shipment was still missing. This demonstrates that in urgent situations, customers do not only need a solution. They also need evidence that the organization is actively taking responsibility.

From an intercultural perspective, the outcome of the case is that structured communication can reduce uncertainty. The internal checks and regular customer updates created a shared rhythm. This helped the team move from confusion to action, while also helping the customer feel included in the process. According to Weaver’s iceberg model, the visible behaviour was the regular phone calls and follow-ups, but the deeper hidden value was reliability, respect, and control (Weaver, 2013). Therefore, the best practice was not only recovering the shipment but also creating a communication routine that made responsibility visible.

Another outcome is that fairness within the organization is still inconsistent. The interview participant explained that fairness depends strongly on the management style of each leader. Some managers are supportive and open, while others are more controlling or strict. This can create different em-ployee experiences depending on the department or region. From the interview, it became clear that fairness is not only about treating everyone the same, but about giving employees clear expecta-tions, feedback, support, and the opportunity to speak up.

Overall, the case shows that the organization has strong operational knowledge and a global net-work, but its intercultural communication still depends heavily on leadership, documentation, and individual judgment. The organization has already developed useful practices, such as SOPs, crisis teams, quality management, speak-up channels, and local leadership. However, the interview also showed that these tools need to be applied more consistently across regions. The final outcome is that intercultural communication should be treated as part of operational risk management, because misunderstandings, silence, and unclear escalation can directly affect time-critical logistics perfor-mance.

Chapter 6: Possible Solutions

Based on the interview, the most important solution for the organization is to create clearer and more culturally sensitive escalation procedures. In time-critical logistics, employees cannot wait too long before communicating uncertainty, because every minute can affect the customer and the shipment. However, the interview showed that employees from some cultural backgrounds may feel uncomfortable admitting that they do not know something or that a problem has occurred. Therefore, escalation should not be presented as a failure, but as a normal and expected part of responsible operational behaviour.

One possible solution is to create a global escalation guide with clear trigger points. For example, if a shipment cannot be located after a specific number of minutes, if a partner does not respond, or if a customer asks for information that the employee cannot confirm, the employee should immediately escalate the issue to a team leader or crisis contact. This would reduce uncertainty because em-ployees would not need to personally decide whether escalation is appropriate. Instead, they could follow a shared rule. This is especially useful in high power distance or high uncertainty avoidance cultures, where employees may prefer clear instructions before taking action (Hofstede et al., n.d.).

A second solution is to improve SOP alignment between head office and local offices. The interview participant explained that some local offices adapt Standard Operating Procedures without approval from head office. This can create serious problems when another hub needs to take over an opera-tion, because undocumented local processes are not visible to the rest of the company. To solve this, the organization could introduce a local adaptation request process. Local teams would still be allowed to suggest changes, but these changes would need to be documented, reviewed, and stored centrally. This would protect local flexibility while also maintaining global consistency.

A third solution is to make communication expectations more explicit during training. Instead of only training employees on operational steps, the organization could include intercultural communication scenarios in its onboarding and yearly training. For example, employees could practice how to say, “I do not know yet, but I am checking,” or “This issue needs escalation,” in a way that feels profes-sional and safe. This would help reduce the fear of admitting uncertainty. It would also show that asking for support is not a weakness, but a way to protect the customer, the team, and the ship-ment.

A fourth solution is to standardize crisis communication with customers. The missing shipment case showed that the customer became calmer once regular updates were provided. Therefore, the or-ganization could create a customer communication protocol for disruptions. When a serious issue occurs, the employee or team leader could ask the customer how often they would like updates, for example every 30 minutes or every hour. This would allow the company to adapt to different cus-tomer expectations while still keeping communication structured. It would also prevent silence, which can easily damage trust during urgent situations.

A fifth solution is to strengthen leadership training. The interview participant explained that fairness in the organization depends heavily on the manager, and that some managers are supportive while others can be controlling or difficult to work with. This suggests that leadership culture is not yet fully consistent. The organization could introduce mandatory intercultural leadership training for team leaders and managers. This training should focus on psychological safety, fairness, feedback, con-flict management, and cultural differences in communication. Managers should learn how to create an environment where employees feel safe to ask questions, admit mistakes, and escalate problems early.

A sixth solution is to use local cultural bridges more intentionally. Since the organization operates across several international regions, local leaders can help translate not only language, but also expectations. This would reduce the risk of misunderstanding between head office and regional teams.

Finally, the organization could develop a simple post-crisis reflection process. After a shipment dis-ruption, the team could briefly review what happened, what was communicated, what remained un-clear, and what should be improved. This should not be used to blame employees, but to learn from the situation. Over time, these reflections could help the organization identify repeated intercultural communication patterns, such as hesitation to escalate, over-independent local action, unclear time expectations, or language barriers with partners.

Overall, the strongest solution is not to remove cultural differences, but to create systems that help employees work across them. Clear escalation triggers, documented SOP adaptations, structured customer updates, intercultural training, stronger leadership development, and post-crisis reflection would help reduce misunderstandings and improve operational reliability. In this way, intercultural communication becomes part of the organization’s quality management and not only a soft skill.

Authors
Jessica Petryk.(www.linkedin.com/in/jessica-petryk-966070232 )
Student: International Business Amsterdam University of Applied Sciences
Block 4, Semester 2, Year 3

Gabriela Mozes (www.linkedin.com/in/gabriela-mozes-3058681a2)
Student: International Business Amsterdam University of Applied Sciences
Block 4, Semester 2, Year 3

Kiran Bahorie (https://www.linkedin.com/in/kiran-bahorie-4b928934b)
Student: International Business Amsterdam University of Applied Sciences
Block 4, Semester 2, Year 3

Louis Olivares (https://www.linkedin.com/in/louisolivares/)
Student: International Business Amsterdam University of Applied Sciences
Block 4, Semester 2, Year 3

Sofiia Chycha (linkedin.com/in/sofiia-chycha-6a55263a0)
Student: International Business Amsterdam University of Applied Sciences
Block 4, Semester 2, Year 3

The councillor interviewed represents a municipality in the Netherlands, a local government body responsible for public service delivery, civic participation, and community governance. The munici-pality operates within the Dutch administrative system, which strongly emphasizes transparency, democratic participation, and direct citizen involvement in local decision-making.

Based on the interview, the municipality operates within an inclusive moral circle, based on the be-lief that all residents should have equal access to information and public services, regardless of their background or language. This commitment is reflected in the use of plain language and multiple communication channels to reduce prohibitive barriers. By doing so, it helps residents navigate local institutions and social norms, while ensuring that administrative processes do not become inhibitive for those unfamiliar with Dutch culture and governance.

However, differences in social norms and expectations about government can create real challeng-es. Many residents come from cultures where deference to authority is expected, making the munic-ipality’s participatory approach feel unfamiliar or even inhibitive. While Dutch culture encourages people to ask questions, seek information, and take part in decision-making, residents from other cultural backgrounds may be more inclined to wait for guidance from authorities. Bridging these dif-ferent expectations is one of the municipality’s main intercultural communication challenges.

Hofstede Dimensions

The interview findings can be analyzed using Hofstede’s Cultural Dimensions Theory (Hofstede, 2001; Hofstede Insights), which explains how cultural values influence communication, participation, and expectations towards government.

Power Distance (PDI)
The interview illustrates differences in power distance through the councillor’s observation that some residents come from countries where governments make decisions with little citizen involvement. In contrast, Dutch society has a relatively low power distance, where citizens are expected to partici-pate in decision-making through consultations, public meetings, and initiatives such as the Citizens’ Assembly. The municipality actively encourages residents from all cultural backgrounds to engage in democratic processes by providing accessible information and removing communication barriers.

Individualism versus Collectivism (IDV)
The Netherlands is one of the world’s most individualistic societies, where personal responsibility and individual participation are highly valued. This is reflected in the municipality’s expectation that residents actively express their opinions and contribute to local policy. However, residents from more collectivistic cultures may rely more on family or community networks and may initially be less familiar with this participatory approach. By offering multilingual communication, using different communication channels, and organizing inclusive participation initiatives, the municipality aims to involve these groups more effectively.

Masculinity versus Femininity (MAS)
The Netherlands scores relatively low on masculinity, making it a feminine culture that emphasizes equality, cooperation, quality of life, and consensus. The interview strongly reflects these values, as the municipality focuses on inclusion, accessibility, equal opportunities, and ensuring that every resident feels represented regardless of cultural background or language proficiency. Rather than emphasizing competition or authority, the municipality prioritizes collaboration and community in-volvement.

Uncertainty Avoidance (UAI)
The interview demonstrates the importance of reducing uncertainty in communication. Residents who are unfamiliar with Dutch administrative procedures or who have limited Dutch language skills may experience uncertainty when dealing with municipal services. To reduce this, the municipality increasingly uses plain language, improves website accessibility, provides translations into lan-guages such as Turkish and Arabic, and communicates through multiple channels. These measures help residents better understand government procedures and encourage participation.

Long-Term Orientation (LTO)
The municipality’s communication strategy also reflects a long-term orientation. Instead of imple-menting temporary solutions, the municipality continuously invests in improving accessibility, digital communication, service delivery, and inclusive participation. The councillor emphasizes that creat-ing an inclusive municipality is an ongoing process requiring continuous evaluation and improve-ment. This long-term commitment helps build trust between residents and local government while strengthening democratic participation over time.
Overall, the interview demonstrates that the Municipality applies communication strategies that align closely with Dutch cultural values as described by Hofstede. By promoting equality, participation, accessibility, and continuous improvement, the municipality seeks to ensure
that residents from diverse cultural backgrounds can actively participate in local democracy.

Figure 1: Netherlands vs Morocco in Hofstede’s 5 Dimensions of Culture

Outcome

The interview shows that the municipality’s communication strategy is largely effective at promoting transparency and accessibility, but it also reveals a clear gap between the participatory expectations built into Dutch local governance and the expectations many residents bring from their own cultural backgrounds. While the municipality assumes that residents will actively seek information and take part in decision-making, residents from cultures with higher power distance or stronger collectivistic norms are often more accustomed to waiting for clear direction from authorities or relying on family and community networks rather than engaging individually. As a result, even well-designed commu-nication efforts do not always lead to equal participation across cultural groups.
This outcome indicates that the issue is not primarily a lack of information, since the municipality already provides plain language materials, translations, and multiple communication channels. In-stead, the gap stems from differing cultural expectations about the role of government and the ap-propriate way to engage with it. Closing this gap requires more than improved information delivery; it requires communication strategies that are specifically designed to bridge these underlying cultural differences. The following section outlines possible solutions that respond directly to this outcome.

Possible solutions

Several solutions can be derived directly from the cultural gaps identified above. To bridge differ-ences in power distance, the municipality could introduce structured civic orientation sessions for newcomers, particularly those arriving from countries with more centralized governance traditions. These sessions would explain, in clear and accessible language, how Dutch local democracy func-tions and why active participation is expected rather than optional. Partnering with trusted communi-ty leaders or cultural mediators to deliver this message can make the participatory approach feel less unfamiliar and help residents see it as an invitation rather than a demand.
Since residents from more collectivistic backgrounds often rely on family, religious, or community networks rather than individual initiative, the municipality could extend its outreach beyond direct, individual-facing channels. Working together with mosques, community centers, migrant organiza-tions, and informal community leaders would allow information about participation opportunities to travel through networks residents already trust. This approach would not replace existing digital and multilingual communication efforts but complement them, reaching residents who might otherwise remain disengaged.
To further reduce uncertainty for residents unfamiliar with Dutch administrative procedures, the mu-nicipality could offer low-threshold, informal entry points to participation, such as neighborhood walk-in sessions or small-scale feedback meetings, before inviting residents to more formal platforms like the Citizens’ Assembly. Combined with continued investment in plain language, translated materials, and visual or pictographic communication for residents with limited literacy, this scaffolded approach would help residents build confidence and familiarity step by step.
Finally, embedding intercultural communication training for municipal staff and establishing struc-tured feedback loops with diverse resident groups would support the municipality’s long-term com-mitment to inclusion. Regularly evaluating which communication strategies are effective and adjust-ing them based on resident feedback would ensure that the municipality’s approach continues to evolve alongside the needs of an increasingly diverse population.

Authors
Corina Arias Sanchez (www.linkedin.com/in/corina-arias-sanchez-33b3aa28a)
Student: International Business University of Amsterdam Applied Sciences
Block 4, Semester 2, 2026
LinkedIn URL: www.linkedin.com/in/corina-arias-sanchez-33b3aa28a

Rayan Raissouni (Rayan Raissouni | LinkedIn)
Student: International Business University of Amsterdam Applied Sciences
Block 4, Semester 2, 2026
LinkedIn URL: Rayan Raissouni | LinkedIn

Amir Doudouh (linkedin.nl/amirdoudouh)
Student: International Business University of Amsterdam Applied Sciences
Block 4, Semester 2, 2026
Linkedin url

Dominique Levy (linkedin.nl/dominiquelevya)
Student: International Business University of Amsterdam Applied Sciences
Block 4, Semester 2, 2026

Erwin Dulovic (Erwin Dulovic | LinkedIn)
Student: International Business University of Amsterdam Applied Sciences
Block 4, Semester 2, 2026

The head of legal affairs and sustainability at a Finnish mobile device manufacturer oversees responsibilities related to governance, ethics, and long-term impact. The company emerged after taking over a well-known mobile phone business in the mid-2010s and operates as a global organization with a presence in more than 150 countries, serving highly diverse markets across Europe, Asia, the Middle East, and the Americas.

The company’s mission is strongly rooted in huma-centric values, which are most of it is inherited from the company’s organizational culture. These values include respect for the individual, fairness, inclusiveness, diversity, and adherence to human rights principles. According to the interviewee, these values are reflected not only in internal company culture but also in how they conduct business globally, for example, through ethical manufacturing, protection of personal data, and providing affordable mobile devices for different socioeconomic groups.

Intercultural communication plays a crucial role in organization’s daily operations. He highlights that Finnish communication tends to be very direct, which can be effective internally but may be perceived as rude or confrontational in other cultures, especially Asian contexts where politeness, hierarchy, and indirect communication are more valued.

Hofstede Dimensions

Power distance refers to how much hierarchy and unequal power are accepted in a culture. The organization reflects a low power distance culture, influenced by Finnish and Nordic values, where leadership is democratic, and everyone is encouraged to share ideas. In contrast, many Asian mostly Chinese) operate with high power distance, where decisions are made by senior leaders, questioning authority is uncommon (Hofstede et al., 2010).  This contrast has led to misunderstandings in cross-cultural interactions, particularly when his direct communication style was interpreted as disrespectful or as causing someone to “lose face”.

Their culture emphasizes respect for the individual and personal responsibility, aligning with individualistic cultures common in Europe. Employees are encouraged to express their opinions openly. However, in more collectivist cultures, such as those in Asia and Africa, maintaining group harmony and relationships is more important than direct disagreement. This requires a more indirect and careful communication style (Hegerova, 2024).

The organization demonstrates moderate to high uncertainty avoidance through its focus on clear legal frameworks, NDA, and bilingual contracts. However,  in some Asian markets, such formal legal protections are not always standard practice, and business relationships may rely more on trust and long-term relationships rather than formal legal structures, requiring HMD to adapt its processes. For example, the use of an NDA is not really common in China for the counterparties.

Finland is considered a feminine culture, valuing cooperation, equality, and quality of life. This is reflected in HMD’s focus on inclusiveness, fairness, work-life balance, and consensus-based leadership. A leadership approach that prioritizes collaboration and diverse perspectives aligns closely with this cultural dimension  (Hofstede et al., 2010).

Lastly, the company demonstrates a long-term orientation, shown through long-term contracts and a strong focus on sustainability. This aligns well with many Asian cultures that value long-term relationships. However, the interview also highlights that legal systems may vary by region. For example, Legal systems in Europe and India are generally more independent and predictable, whereas legal disputes involving large Chinese companies can be extremely difficult due to the close ties between companies and government institutions  (Hofstede et al., 2010.

Figure 1: Hofstedes Dimenssions (Country Comparison – Culture in the WorkplaceTM, n.d.)

Outcome

The interview suggests that the intercultural problems faced by the organization stem from differences in communication approaches and expectations regarding hierarchy, rather than from issues of respect and professionalism. Finland is known for direct and task-oriented communication. This is actually more common in low-power-distance situations. However, direct communication may be viewed as “too harsh and even disrespectful,” especially when addressing a person higher in the hierarchy, and there is a danger of “losing face,” as found in some Asian cultures (Hofstede et al., 2010).

The second result is that the legal approach to the company’s operations demonstrates the company’s strategy to avoid uncertainty through the use of formal contracts, agreements, and non-disclosure agreements. Interviewee argues that in other markets, the formal approach may not be the norm at the beginning of a cooperation, as market engagement is often based on trust and relationship-building. If the strategies are divergent, negotiations can take a long time and be challenging.

In conclusion, to communicate effectively across cultures in the company, one must strike a balance between clarity and cultural sensitivity, including the tone of legal and ethical standards and the style of feedback.

Possible solutions

Thus, the organization can facilitate easier intercultural collaboration by adopting effective behaviours to avoid confusion without compromising laws and regulations. For effective collaboration, a quick pre-task cultural scan should be conducted before engaging in crucial conversations to recognise the other party’s cultural background and communication patterns, particularly focusing on the context, whether it is a low- or a high-context situation, to ensure an effective and compatible initial engagement and response to the other party’s expectations and behaviours (EBSCO, n.d.; FutureLearn, n.d.). For a more effective and non-confrontational engagement in a face-sensitive and high-context situation, it is essential to avoid confusion and bluntness in corrections and criticisms by asking instead, “Do we want to adjust the way?” and “Could we explore another way?” rather than bluntly saying “Don’t do it” and “Change it,” considering that different cultures have different feedback expectations and blunt corrections could damage the relationship and collaboration process (Meyer, 2014). To avoid confusion and misunderstanding, a clarity-check process is required after calls and emails, rather than assuming understanding, by confirming understanding with a quick, easy-to-understand statement and ensuring clarity through a series of basic lines and phrases (EBSCO, n.d.).

Two other elements can be helpful in a hierarchical/relationship-first context: aligning the meeting processes with the level of the hierarchy being addressed and making the authority in decisions explicit, as power distance can influence who can speak up in a discussion or make decisions in a timely fashion, which can hinder progress on a case (Hofstede, n.d.). If the early formal legal approach seems inappropriate in some context, consider a staged approach in which a less formal initial agreement is used before proceeding to detailed contracts as trust is built in the relationship, in part because this can facilitate accommodation without “losing oneself” or compromising one’s standards in the process (Molinsky, 2013).

References

Country Comparison – Culture in the WorkplaceTM. (n.d.). Culture in the WorkplaceTM. https://cultureinworkplace.com/country-comparison-dashboard/?ode-country-selected=FI,CN,DE,JP,US

EBSCO. (n.d.). High-context and low-context cultures. EBSCO Research Starters. Retrieved January 23, 2026, from https://www.ebsco.com/

FutureLearn. (n.d.). What is high-context and low-context culture? Retrieved January 23, 2026, from https://www.futurelearn.com/

Hegerova, Z. (2024, November 28). Building relationships in collectivist workplaces. Headroom Mental Health. https://headroom.co.za/building-relationships-in-collectivist-workplaces/

Hofstede, G. (n.d.). The 6-D model of national culture. Geert Hofstede. Retrieved January 23, 2026, from https://geerthofstede.com/

Meyer, E. (2014, February 25). How to say “This is crap” in different cultures. Harvard Business Review. https://hbr.org/2014/02/how-to-say-this-is-crap-in-different-cultures

Molinsky, A. (2013, March 12). When crossing cultures, use global dexterity. Harvard Business Review. https://hbr.org/2013/03/when-crossing-cult

Authors

Students:Block 2, Semester 1, 25-01-2026

Alma Eekhout Conde, (https://www.linkedin.com/in/alma-eekhout-conde-5b22021b5/)

Karlo Koljonen, (https://www.linkedin.com/in/karlo-koljonen-626478390/)

Aisha Mohamed, (https://www.linkedin.com/in/aisha-mohamed-208545257/)

Dain Yoon, (https://www.linkedin.com/in/dainyoon/)

Yianna Reinking: (www.linkedin.com/in/yianna-reinking)

]]> https://mtpdculture.org/cases/technology-and-culture/feed/ 0 3410 https://mtpdculture.org/cases/the-influence-of-culture-within-the-hospitality-sector/ https://mtpdculture.org/cases/the-influence-of-culture-within-the-hospitality-sector/#respond Thu, 12 Feb 2026 10:43:28 +0000 https://mtpdculture.org/?p=3405 Overview

The company is a part of a global hospitality industry that delivers high-quality service and fosters a diverse and inclusive culture. The hotel located in The Netherlands is a destination for both business travelers, tourists and guests who come from a wide range of countries across Europe and from all around the world. Due to the diverse backgrounds, not all clients are fluent in English, which is mainly used in communication between the staff and guests. Many guests rely on basic English, gestures or support from multilingual staff to express their needs. As a result, cultural differences in communication styles and expectations of service vary depending on the customer, which creates challenges for the company.

The company’s vision is to be the first choice when it comes to guests who value genuine hospitality, and its mission is to provide an excellent service and create memorable experiences for guests from diverse cultural backgrounds. Additionally, the company has a clear hierarchical structure in which strategic decisions and cultural initiatives are led by senior management. Nevertheless, there are potential misunderstandings related to hierarchy and stress at work because both the individual personality and cultural background of the employees affect how they respond to stress and instructions.

Hofstede Dimensions

Cultural differences in the organization can be explained by Hofstede’s dimensions of value, given that employees of different cultures work in the organization. Cultural differences affect communication, organizational structure, responsibility, and handling stress at work. In a service-oriented context, differences will directly influence decisions and work performance, as well as how employees relate to their work personally.

Power Distance Index can be observed through how workers react to management and instructions. Some workers may want clear instructions from management, while others may want to be left alone to act on their own. Such differences may lead to how decisions are executed, especially when it is busy. On the other hand, it may lead to how workers are either empowered or limited by management.

Individualism versus Collectivism is reflected in the degree to which the team-working style is preferred over the individual working style. Whereas some workers would thrive on frequent communication, others would work better on their own. This directly influences task delegation and ownership. A blend of the two will help to ensure proper decision-making.

Uncertainty Avoidance is a factor in how workers react to pressure, to unforeseen changes and to stressful situations. While some workers are composed and methodical in their behavior in such situations, others may feel increased levels of stress or act on instinct. It is because of culture that workers behave in this way. To mitigate this effect, supervisors provide workers with clear instructions and systematic procedures, especially in handovers.

Differences related to Masculinity versus Femininity are found in the way people communicate. Some employees are very direct and task-oriented while others are very polite and indirect. Such differences can result in misunderstandings due to different styles of communication. Supervisors can be aware of these differences and change their own communication styles to facilitate respect and easy decision-making.

Long-term orientation is expressed through operational methods such as structured handovers, written lists of tasks, and documentation. Such methods prioritize continuity with a focus on long-term optimization instead of short-term problem-solving. This is very helpful for intercultural collaboration because it avoids reliance on implicit assumptions. Overall, Hofstede’s Value Dimensions are a good means of explaining how values affect behavior in an organization.

Figure 1: Hofstedes Dimenssions: https://cultureinworkplace.com/country-comparison-dashboard/

Outcome

In the Front Office team, the main intercultural communication issue is that the same message can be understood differently because of language level, communication style, and hidden cultural norms. English is the shared working language, but for most staff it is not their first language, which increases misunderstandings – especially when information is technical or must be transferred quickly. The interviewee explains that these differences become most visible during shift handovers, complaint handling, and emergency situations, because time pressure makes small misunderstandings more serious. Direct versus indirect communication adds another layer: some colleagues communicate very directly while others are more indirect, which can create confusion until people learn each other’s styles. Using Hall’s Iceberg Model, the visible part is the style (direct/indirect), but underneath are values about respect, hierarchy, and what is considered appropriate at work. Because of these hidden norms, communication can become inhibitive (people hesitate to clarify or speak up) and sometimes feel almost prohibitive (people feel they “cannot” question decisions due to cultural expectations).

Possible solutions

The solutions should reduce inhibitive silence and make shared meaning explicit. The interviewee already uses practical strategies like speaking slowly, using simple English, and showing examples. A stronger team-level approach is to standardize communication in critical moments: short confirmation loops, clear handover routines, and written checklists that everyone uses across shifts. This improves clarity and reduces uncertainty. Another solution is to agree on a shared feedback and escalation style, so directness is used for clarity but stays respectful, and indirectness is not interpreted as incompetence. Finally, inclusion improves when language support and development opportunities are transparent, because language barriers can otherwise indirectly limit access to certain roles and responsibilities.

Authors:

Students: International Business Amsterdam University of Applied Sciences
Block 2, Semester 1, 2026

Julia Szewczyk (https://www.linkedin.com)

João Pedro Lamas Paulino (https://www.linkedin.com/in/jo%C3%A3o-paulino-5976b6144/)

Quỳnh Nguyễn (http://linkedin.com/in/quỳnh-trâm-nguyễn-478ba8208)

Caesardo Diaz Afriansyah (https://www.linkedin.com)

Denys Shukhat (https://www.linkedin.com/in/denys-shukhat)

Mees Camoenie (https://www.linkedin.com/in/mees-camoeni%C3%A9-73a4a9386?trk=contact-info)

Excerpt

This case model examines how cultural differences influence communication and collaboration within a multicultural hospitality organisation, based on an interview with a staff member working in an international service environment. The case highlights how variations in directness, feedback styles, and expectations can lead to subtle misunderstandings between staff and guests. By applying intercultural communication theories, the analysis demonstrates how awareness of cultural norms can reduce inhibitive communication and support more effective teamwork and service quality in an international workplace

The organisation operates in a multicultural work environment, employing international staff and welcoming guests from Europe, North America, and the Caribbean. This makes it a suitable case for examining how cultural differences influence communication, teamwork, and decision-making in an international hospitality setting.

Interview Focus

Main question:

How do cultural differences affect communication and collaboration between staff and guests?

Key Interview Excerpt

“People interpret tone and feedback differently. I come from Curaçao, where communication is direct, but someone from Thailand may experience this as rude, even if that’s not the intention.”  Short Analysis

Communication is not forbidden, but direct feedback can make others uncomfortable, depending on cultural background.

Different communication styles reflect cultural values, supporting Weaver’s view that meaning depends on interpretation, not just words. 

Cultural Impact

• Misunderstandings can affect teamwork and feedback moments
• Guests from different cultures show different expectations and complaint styles
• Staff adapt communication through experience and awareness

Cultural problem 

The intercultural problem that emerges from the interview is a subtle issue that operates largely below the surface of everyday communication. Although employees use the same working language, they do not always share the same communication culture, which leads to misunderstandings. A central element of this problem is the difference between high-context and low-context communication. Some employees communicate directly, using a firm tone and explicit feedback. Others rely on more indirect communication, where meaning is conveyed through tone, body language, and the relationship, and where maintaining harmony is an important social norm. In this context, direct feedback can feel rude or personally confrontational, even when the intention is supportive. This results in inhibitive communication, where individuals withdraw, speak up less, or reduce participation in team discussions.

A similar pattern appears in interactions with guests. For some guests, openly expressing complaints is normal and seen as part of good service. For others, complaining feels socially inhibitive, as it may conflict with values related to politeness, gratitude, or avoiding confrontation.  

This issue is not prohibitive, as no formal rules restrict communication. Instead, it is shaped by unspoken norms and social values that define what feels appropriate or respectful. These norms lie below the waterline of the cultural iceberg and strongly influence daily interaction. At its core, the problem stems from the assumption that one’s own communication style is neutral and universal. In reality, communication is culturally situated, and mismatches in style can lead to misjudgement without any harmful intent. Rather than appearing as open conflict, the problem manifests in small misunderstandings and gradual withdrawal, which over time affect cooperation, trust, and effectiveness in the workplace.

Hofstede Dimensions

Within the organisation, cultural “programming” is evident in all interactions. The internal staff dynamic highlights a fascinating contrast between individualism and collectivism. “High-context” Thai employees prioritise group harmony and “saving face” through a softer communication style, whereas “low-context” Curaçaoan staff express themselves more directly and individually. To avoid causing friction, the resort employs a low Power Distance strategy: while the owner has final say, employees are encouraged to generate ideas. This is supported by their “English-only” best practice, which acts as a cultural equaliser, ensuring that no “in-groups” or “out-groups” form based on language, resulting in a “Feminine” organisational culture centred on inclusion and mutual respect.

Externally, the resort must deal with varying levels of uncertainty avoidance among its guests. American travelers frequently exhibit high urgency, a desire to control the             “unknowns” of their trip, whereas Dutch visitors exhibit lower uncertainty avoidance, often using humor to navigate service hiccups. The most difficult challenge, however, is the       “silent” Caribbean visitor. Their reluctance to

complain is typical of high-context, collectivist behavior, in which maintaining “social peace” is more important than individual dissatisfaction.

By proactively checking in with these guests and implementing a Long-Term Orientation, the resort protects its reputation and ensures guest loyalty. This strategic adaptation, replicated by global leaders such as Marriott, demonstrates that success in a multicultural environment    requires “shifting” one’s own dimensions to meet the cultural expectations of the guest.

Outcome

The outcome of this case study demonstrates that intercultural communication within the organisation is not primarily disrupted by open conflict, but by subtle mismatches in communication styles and unspoken cultural norms. Through the interview and analysis, it becomes clear that differences in directness, feedback styles, and expectations strongly influence how employees and guests interpret behavior. These differences often lead to inhibitive communication, where individuals withdraw, speak less openly, or hesitate to express concerns, rather than to visible confrontation.

By applying theoretical frameworks such as the cultural iceberg model, high and low. context communication, and Hofstede’s dimensions, the analysis shows that awareness is a key factor in reducing misunderstandings. When employees recognize that their own communication style is culturally shaped rather than universal, they become more capable of adjusting their behavior to different colleagues and guests. This awareness supports psychological safety within teams and improves service quality by ensuring that guest dissatisfaction is identified and addressed in time.

Overall, the case confirms that effective intercultural communication is not achieved through equal treatment alone, but through adaptive communication that takes cultural differences seriously. The main learning outcome is that small, everyday interactions have long-term effects on trust, teamwork, and guest satisfaction. By increasing cultural awareness and implementing reflective practices, the organisation can strengthen collaboration, prevent gradual withdrawal, and create a more inclusive and effective multicultural working environment.

Possible solutions

To address intercultural communication challenges, the organisation could implement structured intercultural communication training for all staff, focusing on differences in directness, tone, and feedback styles as explained by Hofstede’s value dimensions. This would help employees recognize how power distance, individualism–collectivism, and uncertainty avoidance influence daily interactions. By increasing theoretical awareness, staff would be better equipped to interpret behavior accurately and adjust their own communication accordingly.

Additionally, the organisation could organize team-building workshops in which employees learn more about each other’s cultural backgrounds and communication styles. During these workshops, staff could discuss real workplace situations and reflect on how different cultures interpret respect, urgency, and criticism. Such reflective dialogue would strengthen mutual understanding, reduce misinterpretations, and increase awareness of cultural differences within the team, which is essential for maintaining harmony in a multicultural team.

Furthermore, within the organisation a “cultural buddy” system could be introduced in which new or existing employees are paired with a colleague from a different cultural background. Through this informal shadowing and regular interactions, staff would learn directly from each other. This learning approach would help reduce uncertainty, supporting faster adaptation for newcomers and promoting long-term development of the team. 

Together, these solutions combine theoretical knowledge, reflective practice, and experiential learning, making them both culturally sensitive and practically effective in improving teamwork and guest satisfaction.

Authors

Student: Saffiya Moodliar,  www.linkedin.com/in/saffiya-moodliar

Block 2, Semester 1, 2026

Student: Sion Faneyte, www.linkedin.com/in/sion-faneyte.

Block2, Semester 1, 2026

Student: Isaline Gurné, www.linkedin.com/in/isaline-gurne

Block 2, Semester 1, 2026

Student: Ignacy Struzik, www.linkedin.com/in/ignacy-struzik

Block 2, Semester 1, 2026

Student: Minrada Kumarasinghe, https://www.linkedin.com/in/natharie-kumarasinghe

Block 2, Semester 1, 2026

Chakira Mosadik: www.linkedin.com/in/chakira-mosadik

Block 2, Semester 1, 2026

An interview was conducted with a detainee caretaker at a facility that deals with Immigration Centreto gain insight into intercultural communication in immigration detention. The interview focused on daily interactions with detainees from diverse cultural backgrounds, highlighting challenges such as language barriers, differing perceptions of authority, and gender-role expectations. The findings provide practical context for the theoretical analysis in this report.

Overview

This report analyzes intercultural communication in Immigration Centrein the Netherlands, based on an interview with a detainee caretaker.  

Using Hofstede’s cultural dimensions as an analytical framework, it examines how differences in power distance, uncertainty avoidance, gender norms, and decision-making expectations shape interactions between detainees and staff. The report connects empirical findings to theory, evaluates institutional practices, and proposes recommendations to improve communication, trust-building, and conflict management in detention contexts.

Hofstede Dimensions

1. Power Distance Index

Hofstede’s power distance index is the amount of strength given to a society’s hierarchy and is very applicable to the content (Hofstede et al., 2010). The Netherlands scores somewhat low on power distance, meaning authority figures are generally expected to be approachable, and equality is emphasized. However, Iran scores higher on power distance index which shows a greater acceptance of an hierarchical structure and unequal power relations (Culture in the workplace, 2026).

This difference is visible in the interview where detainees display either extreme submissiveness or strong distrust toward authority figures. Tensions are evident when detainees struggle to accept instructions from female staff members, which shows culturally influenced expectations regarding authority and gender roles. These differences could possibly affect decision-making and communication, requiring staff to invest additional time in explaining procedures clearly and building trust while maintaining institutional authority (Interview, 2026).

2. Individualism vs. Collectivism

Individualism vs collectivism explains more of the intercultural differences (Hofstede et al., 2010). The Netherlands is a highly individualistic society, where someone’s personal autonomy and individual responsibility have more impact. Iran, on the other hand, is more collectivist and traditionally values family and community involvement in decision-making (Culture in the workplace, 2026).

However, the interview reveals that family involvement among detainees is rare. Many detainees make decisions independently due to shame, fear, or separation from family. This demonstrates that cultural values are not fixed and can be reshaped by situational factors such as migration, trauma, and legal vulnerability. As a result, professionals must avoid cultural assumptions and adapt their communication to the individual rather than relying solely on cultural background (Interview, 2026).

3. Uncertainty Avoidance Index

Hofstede’s uncertainty avoidance index helps in explaining the emotional reactions seen with detainees (Hofstede et al., 2010). Both the Netherlands and Iran show moderate to high uncertainty avoidance, but detainees (especially those with traumatic backgrounds) experience uncertainty far more intensely due to the lack of control over their legal situation (Culture in the workplace, 2026).

Uncertainty about detention length and case outcomes could lead to stress, anxiety, withdrawal, or aggressive behaviour. High uncertainty avoidance reduces detainees’ ability to process information rationally, which complicates communication and decision-making. The example of the Syrian detainee shows how calm communication, emotional reassurance, and the use of a detainee’s native language can reduce uncertainty and psychological noise, leading to de-escalation and more effective outcomes (Interview, 2026)

4. Masculinity vs. Femininity

Iran’s 43 is moderate, balancing achievement with relationships, but traditional gender roles persist, emphasizing modesty and care alongside some competitiveness. The Netherlands scores a very low 14 on masculinity, reflecting a highly feminine society that values cooperation, consensus, work-life balance, gender equality, and open emotional expression over aggression or status.

Gender-related tensions are common, per the interview, some detainees resist female authority or suppress emotions to appear “strong” (men more so), while women express sadness openly. These vary individually but stem from cultural norms clashing with Dutch equality. The feminine Dutch approach aids resolution through calm, respectful communication, as in the successful handling of a distressed Syrian detainee via empathetic listening and translation, ultimately locating his girlfriend and de-escalating a crisis.

5. Long-Term Orientation vs. Short-Term Orientation

Iran scores 14, indicating a strongly short-term normative orientation that emphasizes traditions, quick results, immediate social obligations, and respect for the past as well as present stability. The Netherlands scores 67 on long-term orientation, reflecting a pragmatic approach that emphasizes perseverance, future planning, thrift, and adaptability for sustained success.

Dutch legal processes, with their patient, procedural focus (e.g., appeals and integration planning), can frustrate short-term oriented detainees seeking rapid resolution, exacerbating uncertainty and anxiety. The interviewee’s emphasis on extra time for clear explanations aligns with bridging this gap, ensuring decisions aren’t rushed despite cultural impatience.

Figure 1: Hofstede’s Dimensions https://cultureinworkplace.com/country-comparison-dashboard/

Outcome

The interview with the detainee caretaker revealed that the Immigration Police operates within a complex intercultural environment in which Dutch cultural values strongly shape institutional practices, while continuous adaptation to detainees’ diverse cultural backgrounds is required. Core Dutch characteristics such as low power distance, direct communication, transparency, and rule-based decision-making are clearly reflected in daily interactions. At the same time, staff must adjust their approach when working with detainees from cultures that are more hierarchical, collectivist, or restrained. This combination results in a practice that blends formal institutional authority with situational cultural sensitivity, supporting both legal effectiveness and humane treatment (Interview, January 4, 2026).

By acknowledging cultural differences in perceptions of authority, gender roles, and uncertainty, the Organisation demonstrate how public institutions can navigate intercultural challenges effectively. Detainees from high power-distance cultures may either strongly distrust authority or display extreme submissiveness, which contrasts with the Dutch expectation of open communication and equality. Staff respond to these differences by remaining calm, providing repeated and clear explanations, and allowing extra time for trust-building. This approach aligns with Hofstede’s dimensions and helps reduce misunderstandings during interviews and hearings (Hofstede et al., 2010)

Moreover, the organization’s emphasis on clear and respectful communication reflects the Dutch low-context communication style, where transparency and explicit explanations are considered essential. However, language barriers frequently complicate this process. The consistent use of professional interpreters is therefore a key best practice, ensuring that detainees fully understand procedures and can accurately express their situation. This was particularly evident in the case of a Syrian detainee in severe emotional distress, where calm communication and accurate translation helped de-escalate a life-threatening situation and allowed the organization to respond appropriately (Interview, January 4, 2025). Such examples highlight how intercultural competence directly contributes to safety, trust, and ethical decision-making.

In addition, the interview revealed tensions related to gender roles and authority, especially when detainees from traditional or high-masculinity cultures interact with female staff members. While Dutch institutional norms emphasize equality and professionalism, these interactions sometimes create friction. Staff training in intercultural communication equips employees to manage such situations respectfully while maintaining Dutch legal standards (Interview, January 4, 2026). This reflects an institutional culture that values inclusivity and professionalism without compromising authority or legal obligations.

Furthermore, the Organisation operates within a structured, top-down legal framework, where decisions are ultimately guided by Dutch law and formal procedures. While this limits flexibility for both staff and detainees, it provides clarity and consistency in a high-stakes environment. At the same time, staff is encouraged to act proactively within their role by communicating transparently, showing empathy, and identifying risks such as trauma or self-harm. This balance between institutional hierarchy and interpersonal sensitivity is crucial in managing stress, uncertainty, and emotional responses among detainees (Interview, January 4, 2026).

In conclusion, the Organisation serves as a strong example of how an organization can integrate cultural awareness into a formal, authority-driven context. By combining Dutch cultural values of low power distance and direct communication with intercultural training, interpreter use, and emotional sensitivity, the organization enhances trust, fairness, and operational effectiveness. This approach not only improves outcomes for detainees but also strengthens the legitimacy, sustainability, and ethical standing of the institution within society.

Possible solutions

Based on interview findings and theory several solutions are proposed to enhance communication and decision-making within organisational settings.

1. Strengthening Training Through Scenario-Based Learning

While staff currently receive general intercultural training, their training should evolve to scenario-based learning to address behavioral challenges identified in the field. Training should be more in depth and transition away from abstract concepts to focus on realistic simulations like managing interactions with detainees who exhibit deep distrust of authority, extreme submissiveness, or resistance to female staff. This training allows personnel to practice de-escalation and trust-building strategies.

2. Institutionalizing Professional Interpretation

To reduce delays and emotional escalation, the Organisation should always use professional interpreter into the detention process. Language barriers are a primary driver of confusion and frustration during intake and legal briefings. As demonstrated by the case of the Syrian detainee, accurate translation is not only a logistical tool but a critical de-escalation mechanism that enhances safety and the perceived fairness of the decision-making process (Interview, 2026).

3. Gender-Sensitive Authority Protocols

To address tensions arising from differing cultural norms about gender and power, the immigrant police should implement role-based authority protocols. In cultures characterized with a high-power distance that support traditional gender hierarchies, detainees may struggle to abide the instructions from a female police officer. Clear guidelines should emphasize to the detainees that authority is derived from the professional role rather than the individual. In sensitive cases where the detainee refuses to follow instructions from a female officer, the immigration police should use a joint-staff presence. This means that there is both a male and female officers present to handle the situation with the detainee. Using this approach, the immigration police keep the Dutch equality standards without unnecessarily escalating conflicts with the detainees.

4. Structured Expectation Management

Many detainees experience anxiety due to unfamiliar legal procedures, unclear timelines, and the setting they are in. This is particularly the case among individuals from cultures with a short-term orientation or high uncertainty avoidance. To ease the tension of the detainees, staff should provide repeated, simplified explanations of procedural steps and timelines. Staff should provide visual aids where possible to clearly communicate the message. Allowing extra time for explanations helps prevent misunderstandings that could otherwise evolve into outbursts.

5. Proactive Management of Psychological Distress

Early identification of emotional and psychological distress must be a core priority for the officers. Detainees who experienced war or trauma may have heavy reactions, such as aggression or mental breakdowns, which could lead to escalated situations. Training staff to recognize warning signs and respond with calming but clear communication or immediate referral to support services, like physiatrist and/or therapists allows the organization to balance their legal responsibilities with ethical and humane treatment.

Authors

Achaira Suares (www.linkedin.com/in/achairasuares)
Student: International Business University of Amsterdam Applied Sciences
Block 2, Semester 1, 2026

Oriana Rivero (linkedin.com/in/oriana-rivero-196086298)
Student: International Business University of Amsterdam Applied Sciences
Block 2, Semester 1, 2026

Kristína Chalupková (www.linkedin.com/in/kristína-chalupková-443930332)
Student: International Business University of Amsterdam Applied Sciences
Block 2, Semester 1, 2026

Wonderful Owusu-Ansah (www.linkedin.com/in/wonderful-owusu-ansah-2b0bb0303)
Student: International Business University of Amsterdam Applied Sciences
Block 2, Semester 1, 2026

Amisha Chhibber  (www.linkedin.com/in/amisha-c-70b98b250 )
Student: International Business University of Amsterdam Applied Sciences
Block 2, Semester 1, 2026

Jamil El Bahraoui (linkedin.com/in/jamil-mohammed-el-bahraoui-5a225838a)
Student: International Business University of Amsterdam Applied Sciences
Block 2, Semester 1, 2026

Intercultural Communication

Amsterdam University of Applied Sciences

Our case model explores how Hofstede dimensions appear in daily work within an international logistics company.

Overview

For this assignment, an interview was conducted with a representative from an international logistics company. We worked with four students on this. One did the interview, the rest of the team contributed to analyzing the interview and writing the report. The interviewee has worked in various international settings. Drawing on Hofstede’s Dimensions framework, covered in our lectures, including power distance, individualism, masculinity vs. femininity, uncertainty avoidance and long-term orientation, the conversation focused on experiences navigating cultural differences in professional contexts. This aligns with the company’s documented approach of adapting communication and processes to diverse cultural value dimensions globally.

Our questions explored how these dimensions appear in daily work. The interviewee shared detailed insights, emphasizing that success in international business depends on understanding and adapting to local norms rather than expecting them to match one’s own culture. They highlighted the need to move beyond assumptions and actively learn context-specific expectations to build trust and effective partnerships. This reflects the company’s philosophy of tailoring approaches such as respecting hierarchy in high power-distance cultures or providing detailed plans in high uncertainty-avoidance environments to work successfully in over 100 countries.

This adaptability is a core part of the company operations. The interviewee described a best practice as “a transferable solution to a repetitive issue that leads to an optimal, creative, and sustainable outcome.” A clear example involved addressing recurring conveyor system issues. The company develops solutions that are effective, innovative, and environmentally sustainable, making them usable across industries and improving overall efficiency.

These insights show the importance of both intercultural competence (understanding and adjusting to cultural value dimensions) and systems-thinking (developing practical, sustainable solutions). Overlooking cultural frameworks or failing to create scalable solutions can cause misunderstandings, inefficiencies or conflict. The interview confirmed that awareness of Hofstede’s dimensions and the ability to identify best practices are not just useful, they’re essential for effective international work.

Hofstede Dimensions

Hofstede has multiple dimensions to look at a culture. There is individual culture where people believe that they are supposed to take care of themselves and remain emotionally independent of groups, organizations, or other collectivities. (p.136, Hofstede). The opposite of this is collective culture. This means emphasizing the ingroup, such as the organization or extended family (p. 139, Hofstede). Another dimension is large power distance. This means the unequal distribution of power in institutions and organizations in a hierarchy of privilege (p. 141, Hofstede). On the other hand, small power distance culture values horizontal relationships where everyone is on a level playing field.  While a boss has power and authority, he or she must be careful to respect workers and share the benefits of that power whenever possible (p. 143, Hofstede). 

Looking from a different view, there’s masculinity. This involves assertiveness, masculinity, money and material things rather than nurturance, quality of life, or the needs of others (p. 146, Hofstede). The other side, feminine culture is expected to be cooperative and nurturing in their relationships. They are supposed to be sensitive to the needs of the disadvantaged and are quick to offer help to those who need it (p. 148, Hofstede). On to the next dimension, there is strong uncertainty avoidance. This means there is no tolerance for ambiguity. They like a safe, predictable world (p. 151, Hofstede). As for the opposite, we have weak uncertainty avoidance, this is about taking life easy and tolerating, even celebrating ambiguous situations (p. 154 Hofstede). Long-term orientation is another dimension. This includes having a long-time perspective on life, living a virtuous life in the eyes of their ancestors and providing for their children. These are vital to this dimension(p. 156, Hofstede). The opposite is short-term orientation. Here it is about being eager to live in the moment and to show immediate results. Traditions are unquestionably important. Much time is spent in social ritual for its own sake (p. 158, Hofstede). 

With international clients, it’s important to be aware of culture, as people from different countries usually have different social rules. If you communicate with people from other countries without knowing those differences, you will very likely misattribute at least some aspects of their behavior. You will find meaning where none was intended, or you will miss meaning where it was intended (p. 164, Hofstede’s Exploring Culture).

The company therefore pays attention to cultures with low or high power distance. As an adjustment, their communication can be horizontal, but also without distance. For both individualistic and collective cultures, they balance teamwork and decision-making according to their clients preferences.

To look at another dimension, the logistics company offers clear plans and guarantees if the culture has high uncertainty avoidance. As for masculinity and femininity culture, they match competition versus care. Lastly, they focus on long-term or short-term orientation to build relationships accordingly.

We know that best practices reflect a learning-oriented and innovation-driven culture, where organizations proactively seek to improve systems through knowledge sharing and continuous improvement. According to Garvin, a learning organization is one that actively creates, captures, transfers, and mobilizes knowledge to adapt and improve. This is evident at the company, where teams consistently identify recurring challenges in conveyor system performance and respond by developing scalable, transferable solutions. These innovations not only address immediate operational inefficiencies but also enhance system-wide performance, reduce energy use, and minimize waste, aligning with principles of lean thinking and sustainable operations (Womack & Jones, 2003). Because the company embeds this approach into its daily operations, we can show that best practices are not isolated events but are ingrained in the organizational culture. This supports the view that sustainable improvement is achieved when best practices are shared, replicated, and continuously refined. We can therefore agree that the company demonstrates a culture rooted in operational excellence, reflective learning, and cross-functional collaboration.

Possible solutions

We would recommend that next year’s students study other companies, as it offers a valuable comparison to the company. Both companies then provide modular conveyor systems used globally in industries such as food, pharmaceuticals, and automotive. Studying another company, however, emphasizes flexibility and easy integration, allowing companies to quickly adapt their production lines. This makes it a great example of innovation in supply chain solutions. Studying a different company alongside this company gives students a broader understanding of how different companies address similar challenges with distinct approaches.

Authors

Chaira Vrede: LinkedIn https://www.linkedin.com/me?trk=p_mwlite_feed-secondary_nav

Norah El Hamdi: LinkedIn https://www.linkedin.com/in/norah-el-hamdani-83433336b?utm_source=share&utm_campaign=share_via&utm_content=profile&utm_medium=ios_app

John Cen: www.linkedin.com/in/chaofan-cen

Annebel de Vries :https://www.linkedin.com/in/annebel-de-vries-243781373/

Biography/references

Building a learning organization. (1993, July 1). Harvard Business Review. https://hbr.org/1993/07/building-a-learning-organization

Sajadi, H., & Badreh, M. (2019). A critique of Theory of Dimensions of National Culture, concentrating on book “Cultures and Organizations: The Software of the Mind.” Critical Studies in Texts & Programs of  Human Sciences, 19(10), 113–135. https://doi.org/10.30465/crtls.2020.22212.1413