Key words
Work culture, Cultural differences, Dutch workplace, Indian workplace
Hofstede dimensions, Monochronic vs. polychronic time, Intercultural communication, Intercultural onboarding, Organizational adaptation, Cultural sensitivity

Excerpt
The cultural differences between Dutch and Indian workplaces within a large Dutch grocery chain are examined in this case study. It illustrates how vary-ing viewpoints on hierarchy, communication, motivation, and time manage-ment impact teamwork using Edward T. Hall’s time orientation theory and Hofstede’s cultural dimensions. The study reveals real-life workplace issues through an interview with an Indian employee and offers workable solutions, like intercultural onboarding and feedback mechanisms, to promote inclusiv-ity and understanding in heterogeneous teams.

Overview
The following case study investigates the differences in the work culture perspectives within one of the biggest supermarket franchises in The Netherlands, that also operates internationally. Additionally, the impact of cultural differences in productivity levels, decision-making, communication and workplace dy-namics in the company will be discussed.
In order to thoroughly analyze said disparities, the Hofstede Model will be utilized as the main framework for comparing the differences between Indian and Dutch culture. More specifically, the cultural dimen-sions of Power Distance, Individualism, Motivation towards Achievement and Success, and Indulgence in business settings are focused on as they reflect the biggest distinctions in the cultural characteristics. Furthermore, Edward T. Hall’s concept of monochronic and polychronic time perceptions is employed to further analyze the theories developed.
For this essay, an interview with a colleague from the Finance team of the franchise mentioned previ-ously, was completed. This interview also provided the authors with a guideline of the main work culture perspectives differences observed between the Indian culture of the interviewed and the Dutch com-pany culture of the supermarket chain. The findings illustrate the contrast in approaches to deadlines and task prioritization, high context and low context communication strategies between employees and the necessity to conform to the company’s national culture, so as to adapt to the workplace.
Lastly, the case explores potential solutions to aid multi-culture companies in creating a diverse and inclusive work setting.

Hofstede Dimensions
Cultural Comparison Between India and The Netherlands
This section analyses the cultural contrast between Indian and Dutch work values based on Hofstede’s value dimensions. These differences have real-life implications in how people collaborate, make deci-sions, communicate, and lead within the multinational supermarket franchise under study. Using both the Hofstede framework and the concept of synthetic cultures as described in Exploring Culture by Hofstede, Pedersen & Hofstede (2002), this comparison seeks to highlight the cultural limitations and enablers in intercultural work settings.

1. Power Distance (Hierarchy Dimension)
   India scores high on power distance, which translates to a preference for hierarchy, deference to au-thority, and top-down decision-making. This aligns with the synthetic culture profile “Hipow,” where leaders are expected to instruct and be obeyed. The Netherlands scores much lower, favouring an egalitarian workplace where informal communication is the norm. This reflects the “Lopow” synthetic culture, where status differences are minimised.
   Impact: In the Dutch office, junior employees may feel comfortable questioning or proposing new ideas, while Indian colleagues may remain reserved. This mismatch in expectations can lead to misunder-standings about initiative and respect.
2. Individualism vs. Collectivism (Identity Dimension) India reflects a collectivist tendency, aligning with the synthetic culture “Collec,” where group loyalty and harmony take priority. Employees may seek consensus and avoid open disagreement. The Netherlands is highly individualistic, similar to “Indiv,” where autonomy, directness, and personal goals are important. Impact: Dutch employees may expect open, assertive contributions, which can be perceived as con-frontational by Indian team members. Conversely, Indian colleagues might be seen as passive or un-clear in their communication.
3. Masculinity vs. Femininity (Gender Dimension)
   India shows moderate masculinity. Success, status, and achievement are visible motivators, aligning with the synthetic culture “Mascu.” The Netherlands is one of the most feminine cultures globally, re-sembling “Femi” in its emphasis on work-life balance, caring, and modesty.
   Impact: Dutch teams often seek consensus and favour modesty, while Indian professionals might be more goal-focused and performance-driven. The Dutch may find the Indian approach too competitive, while Indians may perceive the Dutch as unambitious.
4. Uncertainty Avoidance (Truth Dimension)
   India scores lower on uncertainty avoidance, reflecting a greater comfort with ambiguity and change. This matches “Weak Uncertainty Avoiding” synthetic culture types. The Netherlands has moderate to higher uncertainty avoidance, preferring clear rules and expectations, similar to “Strong Uncertainty Avoiding” cultures.
   Impact: Indian employees might adapt quickly to shifting priorities, while Dutch colleagues may expect more structure and planning. Misaligned expectations can affect project timelines and quality.
5. Long-Term vs. Short-Term Orientation (Virtue Dimension)
   India scores midrange, balancing traditional values with adaptability. The Dutch are clearly long-term oriented, mirroring the synthetic culture of “Long-Term Orientation,” which values investment in future outcomes and sustainability.
   Impact: Dutch colleagues may prioritise long-term goals and sustainability, while Indian counterparts may be more pragmatic and responsive to immediate results. Conflicts may arise in planning and eval-uation phases of projects.
6. Indulgence vs. Restraint
   India scores low on indulgence, identifying as a restrained culture. Expression of emotions is limited and gratification is delayed. The Netherlands scores high on indulgence, where freedom of expression and leisure are highly valued. Impact: Dutch team members may view informal communication or emotional openness as part of workplace authenticity, while Indian colleagues may find this unprofessional or inappropriate.

Outcome
Cultural differences significantly influence collaboration, leadership, and decision-making within multi-national work environments. Using Hofstede’s dimensions as a framework, this analysis illustrates how Indian and Dutch employees may experience friction or synergy in a global supermarket franchise.
In hierarchical cultures like India (high Power Distance), employees may wait for explicit instructions and defer to superiors. Dutch employees, from a low Power Distance culture, are likely to take initiative and expect informal, egalitarian communication. This divergence can lead to misunderstandings, with Indian workers perceived as passive and Dutch workers seen as disrespectful of authority.
Cultural identity also plays a role. India’s collectivist values encourage group harmony and consensus, while the Netherlands’ individualism fosters directness and personal responsibility. As a result, Dutch employees may interpret indirect communication as evasiveness, while Indian colleagues may find the Dutch overly blunt or confrontational.

Differences in masculinity further impact team dynamics. Indian professionals may prioritize results and achievement, in contrast to Dutch colleagues who value modesty and consensus. Performance expec-tations can thus clash with work-life balance preferences.
Regarding uncertainty avoidance, Indian employees may comfortably adapt to shifting priorities, whereas Dutch teams typically expect clear guidelines. This mismatch can cause tension in project management, with Dutch staff seeking more structure than their Indian counterparts deem necessary.
Long-term orientation also creates a strategic gap. Dutch employees focus on sustainability and future growth, while Indian professionals may prefer short-term, flexible solutions. These contrasting ap-proaches can affect planning, investment, and evaluation.
Lastly, the indulgence dimension reveals differing attitudes toward emotion and expression. Dutch workers may embrace informal, emotionally open workplace interactions, which could be perceived as unprofessional or intrusive by Indian colleagues, who operate within a more restrained cultural frame-work.
To optimize cross-cultural teamwork, management should implement culturally sensitive communica-tion practices, encourage mutual respect, and provide intercultural training. This ensures that all em-ployees feel understood, valued, and equipped to contribute effectively within a diverse organizational culture.

Possible solutions
The organization created intercultural onboarding sessions and structured feedback systems to actively address cultural misunderstandings between Indian and Dutch employees. This approach reflects an ethnographic mindset by engaging people within their cultural environment and respecting how they communicate, both explicitly and implicitly. For example, while the Dutch colleagues were prompted to change their style of direct communication with the whole team, the Indian colleagues were given more opportunities to share feedback on an individual basis, like speaking with the manager or writing in a survey without their names. This helped to equalize the differences in preference for feedback. Addi-tionally, the organization offered workshops to explore cultural values, communication styles, and work-place expectations. These sessions encouraged employees to reflect on how cultural beliefs influence teamwork and leadership. By doing so, team members developed a shared understanding and learned to interpret behaviors within the correct cultural context.
This initiative fostered mutual respect and improved collaboration across offices. By basing the solution on real employee experiences and cultural insights, the organization created a sustainable and inclusive way to manage intercultural challenges

Authors
Leonor Catanho Pinto (www.linkedin.com/in/leonor-pinto-1874902aa) Student: International Business, Amsterdam University of Applied Sciences Block 4, Semester 2, 2024/2025

Kylie Tang (https://www.linkedin.com/in/kylie-tang-784374299?utm_source=share&utm_campaign=share_via&utm_content=profile&utm_me-dium=ios_app
Student: International Business, Amsterdam University of Applied Sciences Block 4, Semester 2, 2024/2025

Silvia Borisova (https://www.linkedin.com/in/silvia-borisova-025458211/)
Student: International Business, Amsterdam University of Applied Sciences Block 4, Semester 2, 2024/2025

Sevda Tuna (https://www.linkedin.com/in/sevda-tuna-05043b296?utm_source=share&utm_cam-paign=share_via&utm_content=profile&utm_medium=ios_app) Student: International Business, Amsterdam University of Applied Sciences Block 4, Semester 2, 2024/2025

To investigate cultural differences in a professional setting, an interview with a Mexican service provider based in The Netherlands was conducted. The interviewee is a member of the sales and marketing department, but also helps in other areas such as production. The employees, all from Latin American countries, value good customer care and maintain close contact with clients. Within the company the atmosphere is particularly friendly and family-like, as it is common to support each other when needed.

During the conversation, the interviewee shared insights of the company’s strategies regarding the prevention of intercultural conflicts. One example being the provision of English and optional Dutch language courses for employees to motivate skill growth and progress, as all the employees are Spanish speaking. Furthermore, during meetings the presentations are held with English subtitles, to ensure that all participants with different accents can understand all the information provided.

The motif of the interview was to inspect the culture within the company, and how it resolves internal and external issues.

Hofstede Dimensions

To analyze the cultural differences, Hofstede’s country comparison tool was used to compare The Netherlands with Mexico. Significant contrasts can be seen in power distance, individualism, and motivation towards achievement and success.

Power Distance

Mexican culture tends to have relatively high power distance, which means that hierarchical structures are generally accepted in work and family settings. Respect for authority figures is typically emphasized, and individuals often reach out to those in higher positions without questioning their decisions.

While Mexican culture often emphasizes a significant power distance, within the assessed company, this is diminished by a friendly environment, resulting in a lower power distance. As all the employees are foreign in the Netherlands, they automatically share similarities with each other. Although there might be minor differences between their diverse Latin America cultures, the Spanish language brings a sense of “home” to them. According to the interviewee, within the office the manager takes a role of a “mentor” and advises the team without giving direct orders. This setting can be motivating and calming for the employees. However, there is a risk of confusion regarding hierarchy when combining emotive and cognitive language in a professional workplace.

In this case, power distance can be used when talking to customers. Dutch people like a more informal and open interaction method with the staff, where both parties feel comfortable expressing preferences and opinions.

Uncertainty avoidance index

According to the country comparison tool, Mexican culture shows high uncertainty avoidance. This means that there is a preference for structure, rules, and a desire for clear guidelines in both personal and professional life. This can be connected to power distance; established protocols and traditional practices are preferred during processes, aligned with respect for authority.

In contrast, the Dutch culture has a high tolerance for ambiguity, change, and a willingness to accept uncertain situations. Flexibility, adaptability and a more relaxed attitude towards rules and regulations are valued. In a professional setting, open communication and informality are often practiced.

In a cross-cultural business, both cultures must be mindful of each other, especially when considering decision-making styles. Dutch customers might prefer menu changes based on seasonal ingredients, or adaptable options such as vegan and vegetarian meals on the menu.

Individualism versus Collectivism

In the context of a Mexican company, the dynamics between individualism and collectivism play a crucial role, reflecting the broader cultural values of Mexican and Dutch societies. In Mexican culture, the importance of family, extended family, and community ties is highly emphasized. The social norm places a strong emphasis on following the group consensus over individual pursuits. Decision-making, whether within the family or community, is characterized by a collective approach, with considerations for the well-being of the group taking precedence. This cultural tendency extends to the workplace, where collaboration and teamwork are integral, fostering a strong sense of belonging to the job.

Within the restaurant, the company actively promotes collectivism, creating an environment that mirrors the sense of family highly valued in Mexican culture. Most of the staff being Mexican contributes to a familial atmosphere, where employees rely on each other for support, and decisions are made with a collective mindset. The workplace becomes an extension of the familial and communal values ingrained in Mexican culture, providing employees with a sense of belonging and shared purpose.

However, the clash between collectivism and the more individualistic norm in Dutch culture becomes apparent, particularly in communication styles. In Mexican communication, indirect language is often used to maintain harmony within the group, aligning with the cultural preference for avoiding direct confrontation. On the contrary, Dutch individuals tend to be more direct and express themselves independently, reflecting the cultural norm of addressing matters straightforwardly. This cultural distinction can lead to misunderstandings, as illustrated during the interview where customers may be perceived as “rude” or “mean” when they are expressing themselves according to the direct communication style typical in the Netherlands.

This cultural interplay in communication styles highlights the importance of cultural awareness and adaptability within the restaurant setting. While the company embraces collectivism and a familial atmosphere, it has become essential to navigate the differences in communication norms to ensure harmony and understanding among both employees and customers. The restaurant serves as a microcosm of the broader cultural dynamics, emphasizing the significance of bridging the gap between individualistic and collectivistic cultural tendencies for effective collaboration and positive customer interactions.

Motivation Towards Achievement and Success

Based on the insights gathered from the interview, the company’s motivation towards achievement and success appears to be driven by a collective and nurturing environment. The predominant Mexican employee base, characterized by a sense of collectivism, fosters a family-like atmosphere within the organization. The value placed on good customer care and being in close contact with clients suggests a commitment to the quality of service and building strong relationships with customers.

In terms of achievement and success within the organization, the emphasis on equality in career growth and the supportive approach to team bonding exemplify a collaborative mindset.

The company promotes a sense of companionship by organizing team meetings and events every few months, contributing to a positive and collaborative work culture. Additionally, the lack of rigid competition, absence of sales targets, and the focus on working together for the collective benefit indicate a motivation that centers around a nurturing environment rather than individual achievement.

Considering the short-term orientation in the company, where employees come and go, achievement and success might be perceived more as contributing to the well-being of the team during their tenure rather than a long-term career path. The flexible work schedules and indulgence in promoting a healthy work-life balance also suggest that the company values employee satisfaction and overall well-being.

In summary, the company’s motivation towards achievement and success revolves around a collective, nurturing, and collaborative environment, where employees contribute to the well-being of the team in the short term, emphasizing a harmonious work culture over individual competition.

Outcome

In the interview with an employee at this company operating in the Netherlands, a comprehensive discussion unfolded regarding the frequent issues within the organization. Notably, the company predominantly comprises Mexican employees, leading to intricate cultural clashes, particularly in the realm of punctuality expectations. This cultural misalignment has not only been an internal challenge but has also repeated externally, causing frustration among Dutch customers. The divergent perspectives on time management and punctuality have given rise to a pressing need for an understanding of cultural differences to foster a more pleasant work environment.

In addition to the challenges posed by punctuality expectations, language barriers emerged as another critical side impacting the company’s operational dynamics. The presence of Mexican employees in a Dutch setting has naturally resulted in linguistic issues, potentially leading to miscommunications and misunderstandings. Such language-related hurdles extend beyond the internal team dynamics and have the potential to ruin client relationships, thereby creating unnecessary complexity to the overall business interactions. Effectively navigating these language challenges becomes imperative for the organization to ensure smooth communication internally and maintain strong client relationships externally. 

Possible solutions

We have already delved into relevant issues within the organization and explored potential areas for improvement. Primarily, the conversation highlighted the significance of promoting diversity within the company, especially given the principally Mexican employee base. It was suggested that deliberate efforts be made to encourage diversity in the marketing and sales departments. By fostering a more inclusive work environment, the company can harness a broader range of perspectives and insights to enhance its overall performance.

Language diversity emerged as a consideration, particularly in the production department where the presence of Spanish speakers from various Latin American countries is notable. To address this, the recommendation is to consciously incorporate language diversity strategies. This may involve creating a supportive atmosphere for Spanish speakers, ensuring effective communication, and providing opportunities for cross-cultural collaboration. Furthermore, recognizing the importance of linguistic skills in a globalized world, it was proposed to implement more English classes. Motivating employees with benefits upon completing language certificates could serve as a tangible incentive, enhancing the overall language proficiency within the organization.

Punctuality awareness also surfaced as a key area for improvement. Raising awareness among employees about the importance of punctuality was identified as a crucial step. This involves fixing a sense of responsibility among the workforce and emphasizing the impact of timeliness on customer satisfaction. To control service delays, it was recommended to foster transparent communication with customers, informing them in advance if any delays are anticipated. This approach not only manages customer expectations but also builds trust by demonstrating communication and commitment to service excellence. In essence, the interview highlighted these actionable suggestions as potential avenues for enhancing the organizational culture and performance of the Mexican company operating in the Netherlands.

Authors

Lewhat Daniel
Student: International Business Amsterdam University of Applied Sciences
Block 2, Semester 1, 2024

Dominique Zwarthoff
Student: Business Administration Amsterdam University of Applied Sciences
Block 2 Semester 1, 2024

Jesper van Duuren
Student: Business Administration Amsterdam University of Applied Sciences
Block 2, Semester 1, 2024

Mariska Offrein
Student: International Business Amsterdam University of Applied Sciences
Block 2, Semester 1, 2024

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

If we would talk about a sector where cultures meet each other, it would be the hospitality industry. People with all different cultures get in touch by similar working achievements. Therefore a company in this sector has the responsibilities to both its employees as its clients, to make everyone feel accepted and comfortable. We will be analyzing a Dutch company selling clothes and gear for hospitality employees. This includes chefs, kitchen brigades and service staff. The company works B2B, mostly to dealers and via e-commerce. Also they sell straight up to the end users, which consists of restaurants or chefs. The clothes are sold in more than 20 countries, mostly Europe, which allows the company to be in contact with a lot of different cultures and companies. 

The team of the company itself consists of various cultures as well. For example they have a French account manager and Spanish sales/account manager. This results in a diverse team where the French/Spanish people get to own the contact with the French and Spanish clients/customers. This is done to prevent any communication mistakes. For example Spanish customers like taking things slower and like to meet over dinner, when German clients prefer to get to work and handle business right away. These differences with different ways of approaching are important to acknowledge as a company, to ensure that everyone feels comfortable and that there won’t be a miscommunication or a cultural clash. Hofstede (2020) makes the importance clear of why people act as they do and to look at those differences from everyone’s perspective. Thus it results in understanding each other’s ways and an optimal cooperation between different peoples and cultures.

Therefore it would be seen as prohibitive for the company to not offer the foreign customers the form of communication as wished, just as they are providing it now with foreign/bilingual employees. 

The main language used for communicating with foreign businesses is English, or German when preferred. 

At the moment there are more women than men working in the company. This results in more women to own management and leader roles.

Hofstede Dimensions

The words used to describe the communication between the employees are ‘open and accessible’. It’s perceived as an open organization structure where communication between all positions is supposed to be easy and convenient. This represents a small power distance, which is well known in the whole company but also representative for the Netherlands (Hofstede Insights, 2021). The company tries to treat everyone the same to limit the power distance. There are general guidelines and rules that count for everyone. 

Also the company is really focused on the future but is able to make quick changes when necessary. Think about Covid-19. CD was very soon adjusting their plans, which the employees had to adjust with. This represents the lower amount of avoidance uncertainties, since they are able to adjust and you can’t avoid uncertainties that are unexpected. The company is very long-term oriented. This shows in their (potential) relationships with suppliers and employees but also of course by thinking about future trends and production. This corresponds to the higher score of long term orientation in the Netherlands (Hofstede Insights, 2021).

The Dutch are seen as a feminine country (Hofstede Insights, 2021). The life/work balance in a feminine society is also important in the company. Managers are supportive to their employees and they most likely have a personal bond with each other. It would be prohibitive for the employees and the company to not have an accessible way of contacting other people in different functions. They strive for an optimal team connection where they regularly plan activities with each other to even improve this. Equality is valued. 

Even though achievement and success are important in this company, this is not driven by a masculine approach where success is defined by the ‘best in the field’. (Hofstede Insights, 2021).

Outcome

Nevertheless, talking about team connection, this is where challenges appear. As spoken over before, there is a French employee who also lives and works in France. Although this offers a lot of opportunities and advantages, being an foreign employee is not always easy. The team has to make sure all the relevant information gets communicated with him. This is done by E-mail or meetings mostly. This corresponds with the higher score of France on avoiding uncertainties. Which means they like to get the necessary information on time and prefer rules and structure (Hofstede Insights, 2021). 

Also there is a cultural difference between the Netherlands and France, which creates the challenge to keep him aligned within the company and the team. Dutch people can be very direct and have different ways of approaching. Also the power distance in France is higher than in the Netherlands (Hofstede Insights, 2021). This results in a barrier for communicating with the rest of the employees. The Dutch employees easily approach ‘higher function’ colleagues, when for the French this is not usual. 

Opposite to this, Both Dutch and French people are more likely to think in a ‘I’ form and are seen as an individualist society. Their relationship is most likely to be based on mutual advantages (Hofstede Insights, 2021). 

In a collectivist society people see themselves in a ‘group’ and take care of each other in exchange for loyalty (Hofstede Insights, 2021). Even though collectivism rules in the company, when achieving goals and working on projects there is a way of how individualism meets collectivism. The needs and goals of the team get emphasized but individual needs and desires are also important and not to be seen as forgettable. Nevertheless, an individual’s qualities and personality is what the team forms to what it is. 

Individualism can be prevalent while observing the French employee, unfortunately also leading to issues and drawbacks that the manager can experience. It needs to be noted that foreign employees like him could experience a particular type of pressure added to the already existing pressure of being a manager. The Frenchman, as a good employee, has to work with the team accordingly, however, the responsibility to be in contact with the French clients likely weighs on him. As mentioned, power distance is higher in France which suggests that the employee might not be able to express his discomfort with the responsibility or even share his hardships since there is a probability that he might not feel comfortable with participating in such a personal relationship between him and his supervisor. That in itself can lead to the employer simply not knowing that something might be burdening the French manager which means that no solutions will be proposed. That example perfectly shows the cultural differences and difficulties that might arise from them.

Possible solutions

To avoid situations like this, the focus must be laid on communication with him and they should act from his point of view. The company should strive to make sure that the power distance in this company is not big for him, even though in his culture it might be. The communication should be transferred personal, more one on one, and consist of all the relevant information for him. Like this miscommunication will be avoided. When he eventually completely adapts to the company’s culture he will be getting more certain about contacting other (higher) employees and will be more able to express his thoughts. In this way, the team connection improves and everyone stays involved.

The company’s communication skills and system already seems to be suitable for the type of organizational culture the company wants to implement. It is very casual and a well-fit for Dutch workers. There are differences in how foreign employees might approach this management style. As discussed, there might be issues with assimilation into that culture, however, it seems to be very open for different people and is likely to be a welcoming space for new, foreign employees. It needs to be taken into consideration that, while the company might do their best in trying to make the employees more open and comfortable with the informal relationship with coworkers and especially managers and supervisors, it does not and should not take the whole responsibility if the employee is not able to change their attitude. There are steps that the company can take but at the end of the day, the difficulty of getting used to another country’s culture lies also on the employee.

Authors

Julia Duijndam (LinkedIn)
Student: Business Administration Amsterdam University of Applied Sciences   
Block 2, Semester 2, Year 2.

Michasia Chrzanowska (LinkedIn)
Student: Akademia Leona Kozminskiego, Poland

The company that was researched for this specific assignment has offices in over 25 countries working in the international fishing industry. The company mainly deals with European employees and customers. Therefore, the focus of this assignment in mainly on European cultures and how the company deals with this dynamic.

Cultural Limitations

A big international company has the responsibility to its employees to make sure everybody feels comfortable and accepted. To make this happen you need to take in everybody’s cultural differences and respect them. The company acknowledges the differences between countries and cultures. To make sure they get along they created values for the company. These values are: passion, change, trust and share. With these shared values they try to get a shared vision as a company. On top of that there is a code of conduct for all its employees. This is a manual on how they should act and behave. Every country gets the same code of conduct in its own language so everybody can read it. The main idea of this is to create one world for all its employees so every employee knows how to behave to another. For example, English, Russian and Polish the main languages for all the employees. Sometimes the employees have to adjust to these rules. The person we interviewed is from Poland and the company originated in Norway. The interviewee explained that Norway is very well organised and everybody follows the strict rules. In Poland the people know the law but the way how to act is different, it is more flexible. At the start it was difficult to adjust to this new way of working but in the end much easier. The company tries to treat every employee the same way. For example, people with the same job get the same salary and social package. The guidelines are the same for all the employees. But to acknowledge the cultural differences, preparation is key. They know that people have different cultures and they make sure they are prepared. For example, when meeting with the French colleagues, the interviewee stated that it is important not to directly start with negotiations or talk about anything work related, but rather start with a personal conversation or have lunch together before anything important is discussed. This is a lot different than meeting with the Germans, who are similar to Norwegians and can start the meeting right away. These differences are important to acknowledge to make sure that everyone feels comfortable and work can be done successfully. Hofstede (2020), also mentions that it is important to understand why other’s act as they do and to recognize those differences from their perspective. When doing so, the actions make more sense and greater interaction and cooperation between people from different cultures can be achieved.  As stated earlier, the company tries to get all employees on the same page by creating one code of conduct for everyone to follow. However, due to cultural differences, there are slight changes to the way of working in every country. The interviewee couldn’t really name any prohibitive or inhibitive issues that have occurred on the work floor but named a few mistakes the company has made in the past regarding culture. With the company being active in over 25 countries, the preparation before meetings is crucial in order to prevent mistakes during meetings or negotiations. For example, the company had to let go of a senior executive who was responsible for the Italian market, these announcements are communicated to all employees in the same way; by email. However, the Italian colleagues were so surprised and shocked with this type of news being announced through e-mail that one of the executives had to fly from Norway to Italy to make sure the Italians understood why this move was made. This type of news is always communicated through email because it’s such a large company with hundreds of employees and having to tell everyone in person is too time consuming. The company neglected the fact that in the Italian culture, this type of news is generally communicated in person, as an explanation to why this move has been made is needed. Italians score significantly higher than Norway in terms of masculinity, which can indicate why the Italians reacted in such a way (Hofstede, 2020). The interviewee explained that from now on, the Italians will be informed in person rather than through e-mail when this type of news has to be announced once again.

Value Dimensions

The definition of power distance refers to the degree of inequality that exists in people with and without power (Mulder, 2021). The interviewee indicated that there is no distance between employees and even business partners. The company tries to treat every employee the same way. As told before, people with the same job get the same salary and social package. All the employees have the same guidelines. The definition Individualism refers to the strength of the mutual ties between individuals in a particular community (Mulder, 2021). The company created a one word document, so all the employees will be on the same page by creating one code of conduct for everyone to follow. But cultural differences are considered through good preparation, to prevent miscommunication. The employees’ value equal treatment, which is what the company gives them. Employees are all treated and paid equally in the company. This shows that there is mainly collectivism in the company because there is strong group cohesion and respect for the employees. The definition of uncertainty refers to the level of anxiety members in a society feel when faced with unfamiliar situations (Mulder, 2021). Because rules have been drawn up before, employees in the company do not have to worry about unfamiliar situations. The interviewee indicated that it can be difficult to comply with the rules, but they are the basic rules in the company that every employee must adhere to. This definition of Masculinity refers to the extent to which a society lives up to its values ​​in the form of traditional male and female roles (Mulder, 2021). Men often emphasize achievement and success, while women emphasize modesty, tenderness, and quality of life. Norway is very well organized and everyone follows the rules strictly. The company already had its rules and policies to follow by any new partners or departments. The company works strategically. The company has strict rules that employees must adhere to achieve performance and goals. The company has offices in 25 different countries. Everyone’s identity is of course taken into account, but it is expected that everyone adheres to the rules. So, there is more masculinity in the company as they strive for success. This dimension focuses on social values ​​that are based on traditions and old values. These apply for both short term and long term (Mulder, 2021). The company takes care of all the employees. They share values, equality, and respect. The company is committed to treating all employees the same regardless of origin, position, age, and gender. The company tries to not show any differences and expects from the employees to follow this idea.  However, they do try to make the differences that are clearly there easier for everyone. For example, they have made the document accessible in all languages. So, there is a real focus on the development of the employees and the social values ​​in the company.

Best Practices

Regarding the best practices performed by the interviewed company, it can be considered in various aspects. Firstly, there is a global, and company as a whole perspective. Further, we can consider the view of the management and factory workers. This specific company has its origins and headquarters in Poland. However, it was acquired by a global company with Norwegian background. Such acquisition required adjustments on all company levels. The company already had its rules and policies to follow by any new partners or departments. There was a previously prepared and already examined setup that obligated new entrants to obey unquestioningly. In such a scenario, the company could benefit from already made structures and previous experiences.

From the management or administration perspective, there are clear and strict rules to apply in everyday life. The company made an effort and designed a meaningful so-called “inner world”.

It is an idea of creating a global environment for all employees to operate in, which even has its name “one XYZ.” (due to the anonymity of the interview, the name of the company was replaced by “XYZ”) It is also the first graphic that employees see after logging into the computer all over the world. Part of the creation of a joint base and fundaments are the values. There is a model of values for the whole group: passion, change, trust, and share. Another practice is that each administration employee has the value graphic in the office, and it is also visible across the headquarters.  The interviewee admitted that it was a process to understand and live up to those values, but ultimately it is a common ground for all employees, facilitating the communication and decisions. From our interviewee’s view, common values facilitate operations and communication.

Another practice performed by the company is a universal code of conduct with precise instructions. It covers behaviors in all spectrums of life and contains examples of proper actions. The code of conduct is the same for each country; nevertheless, it is translated to each language to understand and interpret the document correctly. It is also a mandatory item in each office. It is also an obligation to follow the code of conduct to cooperate with the company.

The primary approach towards cultural differences and cooperation with various countries is to treat everyone equally. The group tries not to show any differences and expects others to follow the idea. Nevertheless, the differences are recognized, and for instance, the negotiation style is adjusted to each country and culture. The time for the meeting is already estimated considering the differences.

Considering the factory workers, the practices mentioned above are also followed. It is expected that they adjust to the country they operate in; however, their identity is respected. It is a priority for the company to provide the same working conditions for all nations and do not differentiate the workers. All employees are treated the same way as Poles, with restrictions to receive the same remuneration, social packet, and other benefits. The warning signs and any other safety rules are in three dominant languages. Additionally, being noted on the stock exchange and cooperation with big players requires the company and the whole group to take care of all employees. During the audit, the questions, such as “Are you happy?” all employees can be asked.

Summing up the best practices, the shared values, equality, and respect set the direction of any actions.

Student Authors

Sara Stochnialek (LinkedIn)
Exchange Student at Singapore Management University Student at Koźmiński University Warsaw Poland
Block 4, Semester 2, 2021

Tim van Lingen (LinkedIn)
Student International Business at the Amsterdam University of Applied Sciences, Amsterdam, The Netherlands
Block 4, Semester 2, 2021

Nirsrin Abdalla (LinkedIn)
Student Faculty of Business and Economics, Amsterdam University of Applied Sciences, Amsterdam, The Netherlands
Block 4, Semester 2, 2021

Jaron Kapitein (LinkedIn)
Student, Faculty of Business and Economics Amsterdam University of Applied Sciences, Amsterdam, The Netherlands
Block 4, Semester 2, 2021