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)

The assignment is written for the course Intercultural Communication by group 2. Assignment C provides a comprehensive understanding of cultural dimensions through Hofstede’s framework. By exploring Hofstede’s dimensions, we gain insights into how cultural differences impact organisations. These dimensions help in understanding how values in the workplace can vary across different cultures, influencing communication, decision-making, and overall organisational behaviour. The essence of this outcome lies in the ability to adapt strategies and policies to suit diverse cultural contexts, leading to improved collaboration, efficiency, and success in a globalised world. For the purpose of this assignment, an IT project manager at a telecommunication company was interviewed. Giving some insight into the inner workings of the company not only at the corporate level but also with customers.

Hofstede Dimensions

Individualism vs. Collectivism: 

Individualism: Fairness involves respecting individual rights and providing personalized services that respond to customers’ individual needs. The mission to enhance personal enjoyment aligns with this value by ensuring that every individual’s likes and preferences are considered.

Collectivism: Fairness also means promoting community welfare. By working towards progress, the company demonstrates a commitment to collective well-being, ensuring that its services contribute positively to the community as a whole.

Power Distance:

Low Power Distance: Fairness in low power distance cultures involves promoting equality and reducing hierarchical barriers. This can be applied by ensuring transparent practices, equitable pricing, and fair treatment of all customers and employees.

Uncertainty Avoidance: 

Low Uncertainty Avoidance: In cultures comfortable with ambiguity, fairness may involve offering innovative and flexible service options that serve diverse needs and preferences. 

Long-term vs. Short-term Orientation: Long-term Orientation: Fairness involves planning for the future and ensuring sustainable practices. The company’s focus on the progress of society suggests a commitment to long-term benefits, ensuring that its operations are sustainable and beneficial for future generations.

Outcome

Hofstede’s cultural dimension allows the analysis of how the right to fairness is manifested at a telecommunications company. Here are ways on how such a company relates to the right to fairness: 

Equal Access to Services:
Their mission often suggests a dedication to uniting people from everywhere. Guaranteeing that everyone, no matter their culture, origin, wealth, and more can equally benefit from telecommunications and amusement services. This might include: 

● Providing services in multiple languages.
● Offering affordable plans accessible to different economic backgrounds.
● Ensuring network coverage in both urban and rural areas. 

Inclusive Content and Representation:
Another aspect of fairness in cross-culture communication is the representation of different cultures in the content they provide via their entertainment services. This means giving a range of programs that show various cultures, languages, and points of view – ensuring that all customers are represented and appreciated. 

Transparent Policies:
The establishment of fairness through keeping their policies, pricing, and practices transparent. Making sure all details about service terms, data use, and costs are communicated helps customers make choices with understanding. 

Customer Support:
Excellent customer support is a crucial part of fairness. It involves helping in different languages, making sure customer service is easy to reach, and solving problems quickly and fairly. 

Diversity and Inclusion:
The promotion of fairness by creating a workplace that is both diverse and inclusive. This means applying rules that give all employees, no matter their cultural heritage, the same chance to succeed. It also involves promoting an environment of respect and inclusion for everyone. 

Community Involvement:
By taking part in community activities and providing aid to local areas, these companies show dedication to fairness. This might involve things like endorsing education schemes, pushing for digital knowledge efforts in schools, and helping with funding for local cultural functions. 

The right to fairness in the sector of telecommunications is linked to its aim to connect people, businesses, and society for enjoyment and progress. The company explores the right to fairness by ensuring everyone has equal access to services, representing different cultures, maintaining clear policies, providing good customer support, supporting diversity and inclusion, and engaging with communities. This not only improves customer satisfaction but also creates a fairer and more inclusive society.

Possible solutions

To avoid cultural differences and miscommunication, the company implements training and workshops on cultural diversity. This raises awareness about different cultural norms and values and promotes respect for diversity among employers and employees. In addition to this, they use interpreters or translators to ensure better understanding and communication. Also, they set up mentorship programs with employees with different cultural backgrounds. These programs facilitate experience sharing and open dialogue. This leads to a better and more respectful collaboration in the team with less miscommunication.

Authors

Julisa Morsi
Amsterdam school of International Business, Amsterdam University of Applied Science The Netherlands
Block 4, Semester 2, 2024. 

Laetitia Dua
Amsterdam school of International Business, Amsterdam University of Applied Science The Netherlands Block 4, Semester 2, 2024

Ñusta Calvera Montagut
Faculty of technology, Amsterdam University of Applied Science The Netherlands
Block 4, Semester 2, 2024.

This text explores the influence of Geert Hofstede’s cultural dimensions on organizational culture and decision-making within a diverse work environment. By understanding dimensions like power distance, collectivism, uncertainty avoidance, femininity, & long-term orientation, the investigated company can navigate cultural differences and make informed decisions that align with their values and employee expectations. For example: the company that was investigated fosters a low power distance. This means that the company encourages open communication, inclusivity, and employee engagement. When dealing with conflict stemming from cultural differences, this text offers multiple possible solutions like training programs, open communications, diversity initiatives, and team building activities.

Understanding Hofstede’s dimensions empowers companies to create a positive organizational culture, promote employee engagement, and effectively navigate divers work environments.

Hofstede Dimensions

The cultural dimensions proposed by Geert Hofstede play a crucial role in shaping organizational culture and decision-making processes within companies operating in diverse cultural environments (Hofstede, 2021). Hofstede’s framework provides valuable insights for understanding these variations. By examining dimensions such as power distance, collectivism, femininity, uncertainty avoidance, and long-term orientation, companies can comprehend the cultural nuances that impact their operations. These dimensions are significant for organizations as they influence hierarchical structures, communication methods, and approaches to various business aspects. Through understanding these dimensions, companies can navigate more effectively and make decisions that align with their organizational values (Nickerson, 2023)

Power distance (PDI)

The term ‘power distance’ often refers to the extent to which less powerful members or employees of a society or company accept and expect that power is distributed equally or unequally. The company mentioned operates with diverse employees from Belgium, Portugal, Denmark, the Philippines, India, and other countries. The company actively promotes a low power distance environment, preferring it over authoritarian decision-making by the CEO. The impact of a low-power distance environment on the company is multifaceted. Firstly, it allows employees to freely express their opinions and ideas, fostering inclusivity and emotional safety. This, in turn, can lead to increased creativity and higher employee engagement. Additionally, a low power distance can facilitate smoother communication and collaboration among team members (Roozmand et al., 2011)

Individualism vs collectivism (IDV)

The company also frequently promotes a collective approach to decision-making, wherein decisions are made collaboratively within a group. This decision-making process ensures that employees feel comfortable expressing their opinions and concerns to their team managers or leaders. By encouraging collectivism and prioritizing teamwork over individualism, the company discourages favoritism and ensures fair distribution of tasks among all employees. Implementing a collective approach to decision-making can have several positive impacts on the organization. By emphasizing teamwork and collective achievement, the company can contribute to a positive organizational culture wherein employees feel engaged and motivated in their work (The 6 Dimensions Model Of National Culture By Geert Hofstede, 2021).

Uncertainty Avoidance Index (UAI)

Low uncertainty avoidance, as defined by Geert Hofstede, relates to how comfortable a community or organization is with ambiguity and unpredictability (1986). In the workplace, it has an impact on how organizations handle employee uncertainty. When employees are apprehensive about their future in the organization, their performance may decrease. To combat this, the company attempts to establish settings that reduce uncertainty for employees. This includes supporting clear communication, giving possibilities for professional advancement, and encouraging openness in decision-making processes. Implementing these tactics can help firms improve employee well-being and overall productivity. Thus, identifying and addressing low uncertainty avoidance is critical for creating a healthy and successful workplace.

Masculinity vs femininity (MAS)

Even though only 8% of the employees are women, a higher level of femininity prevails within the company, particularly in the IT sector. This implies that tasks are fairly distributed among both men and women, showcasing a balanced approach to gender roles. In the context of Hofstede’s femininity theory (1986), which emphasizes cooperation, modesty, and quality of life, this distribution suggests a cultural orientation towards valuing qualities traditionally associated with femininity, such as collaboration and empathy, in the workplace. With three men in leadership positions within the company and one woman, there appears to be a commitment to gender diversity and equal opportunity, fostering an environment where gender does not dictate one’s role or responsibilities. This stands as a testament to the company’s progressive approach to gender equality and inclusivity in the workplace, aligning with Hofstede’s notion of a more feminine organizational culture (1986).

Long-term orientation vs short-term orientation (LTO)

In organizational environments, Hofstede’s concept of long-term orientation emphasizes the need to make foresight choices to reduce uncertainty (1986). This strategy promotes tactics for long-term success over short-term profits. For instance, in our investigation of the company, it became evident that they embrace long-term orientation by investing in research and development to innovate their products or services, anticipating future market demands. Such forward-thinking decision-making not only enhances the company’s adaptability to changing environments but also fosters a culture of resilience and perseverance. By aligning actions with long-term goals and values, organizations can navigate complex challenges with greater confidence, laying a solid foundation for enduring success. Hofstede’s theory (1986) therefore provides useful insights into successful decision-making processes that prioritize sustainability and resilience in today’s changing corporate environment.

Outcome

The research revealed a past incident wherein certain employees experienced discomfort in their work environment. Consequently, the company has since acquired knowledge on how to manage and prevent such occurrences. This situation emerged due to the convergence of diverse cultures with distinct values within the company. One employee engaged in behaviour that another found unsettling. It can also happen that an employee interprets something differently than intended due to cultural differences.

In this situation, there was an incidence involving an employee form India working in the Netherlands. The collaboration faced challenges due to cultural differences. Figure 1 illustrates a significant variance in power distance, with India exhibiting high power distance and the Netherlands exhibiting low power distance. The Indian employee struggled at times to adapt to this dynamic,

Possible solutions

Possible solutions to address the challenges presented by Hofstede’s cultural dimensions at the company could involve implementing targeted interventions aimed at enhancing workplace dynamics and employee satisfaction. For instance, to mitigate the impact of low uncertainty avoidance, the company could offer comprehensive training programs and professional development opportunities to equip employees with the skills and confidence needed to navigate uncertainties effectively. Additionally, fostering a culture of open communication and transparency can help alleviate concerns and build trust among employees. To further promote gender equality and inclusivity, the company could implement diversity and inclusion initiatives, such as mentorship programs and unconscious bias training, to ensure fair representation and opportunities for all employees regardless of gender. Moreover, encouraging cross-functional collaboration and team-building activities can reinforce the collective mindset and sense of camaraderie among employees, fostering a supportive and cohesive work environment. Finally, adopting a strategic approach to decision-making with a focus on long-term goals and sustainability can help align organizational objectives with employee expectations, promoting stability and growth within the company.

Authors

Damar van Zanten (LinkedIn)
Student: Business administration, Amsterdam University of Applied Sciences
Block 2, Semester 1, Year 2

Tanisha Radhakishun (LinkedIn)
Student: International Business – Fast Track, Amsterdam University of Applied Sciences
Block 2, Semester Year 1

Tracy Arube Arokere  (LinkedIn)
Student: Business administration Amsterdam University of Applied Sciences
Block 2, Semester 1, Year 3

Aaliyah Ghazi  
Student: Business administration Amsterdam University of Applied Sciences
Block 2, Semester 1, Year 4

References

• Exploring Culture Hofstede PDF. (n.d.). Https://www.scribd.com/document/358723237/Exploring-Culture-Hofstede-PDF Scribd.
• Hofstede, G. (1986). Cultural differences in teaching and learning. International Journal of Intercultural Relations, 10(3), 301–320. Https://doi.org/10.1016/0147-1767(86)90015-5
• Nickerson, C. (2023, 24 oktober). Hofstede’s Cultural Dimensions Theory & Examples. Simply Psychology. Https://www.simplypsychology.org/hofstedes-cultural-dimensions-theory.html
• Roozmand, O., Ghasem-Aghaee, N., Hofstede, G. J., Nematbakhsh, M. A., Baraani, A., & Verwaart, T. (2011). Agent-based modeling of consumer decision making process based on power distance and personality. Knowledge-Based Systems, 24(7), 1075–1095. Https://doi.org/10.1016/j.knosys.2011.05.001
• The 6 dimensions model of national culture by Geert Hofstede. (2021, 20 februari). Geert Hofstede. Https://geerthofstede.com/culture-geert-hofstede-gert-jan-hofstede/6d-model-of-national-culture/

A project manager at a small IT company in Poland was spoken with for this anonymous case model. He is of Polish background, with his upbringing being Polish too. Although open to work with other cultures, he has faced multiple obstacles in his current partnership with an Italian software developing company, whose goal is to unify their software for integration in Poland. 

The interview questions were created to gauge information on which cultural limitations have hindered this project, which behaviors were found to be inhibitive and prohibitive, and what could have possibly been done different to create a better outcome. Some of these questions included: Which cultural limitations were you faced with in the workplace? In these international communications, was a translator/interpreter present? Was the main communication issue the language barrier? Were there any behaviors you encountered that you found inhibitive/prohibitive? What steps can you take to address the issue brought on by the misunderstandings?

To develop a better understanding for intercultural communication and successful global partnerships, all of these questions were addressed in the interview. This case model aims to accurately depict the dilemma faced by the Polish company, analyze and understand the cultural barriers to communication, and offer a few best practice solutions. As the primary organization in this case, the Polish IT company, is rather small, it can be believed that this is one of the company’s first international partnerships, as well as intercultural dilemma.

Although each cultural limitation is unique to each situation, Italian business culture is known to be more flexible, sociable and relaxed compared to the Polish formal, reserved and direct business culture (Hofstede insights, 2021). This can already serve as a potential barrier to communication, as things may not be perceived the same way by both parties.

The goal of the project lies within the Italian company’s goal of standardizing their software among partner countries and developing a unified system to standardize every transaction. In other countries, this process went smoothly and they were able to unify with the respective countries’ own software systems. However, due to Polish laws being quite complex, and different to the other partner countries, the transition required more effort. To assist them with this unification, the Italian company hired a software development company, where our interviewee works, to assist them in unifying their Polish branch. 

Hofstede Dimensions

The Hofstede dimensions give us insight about the possible causes of the problem. This will give us explanations why certain behaviors are more or less common in different cultures (Nickerson, 2022). This also could be the explanation of how the Polish company and the Italian company act to each other.

Power distance

In Poland there is a higher power distance compared to the Italians. Which means that the employees expect that they get told what to do. On the other hand, the Italians have more autonomy (Hofstede insights, 2021). So, the following can happen. Because of the higher power distance in Poland, they need more reassurance. The culture of the Italians is more like ‘we will work it out’. They can assume that the Polish employees think the same as the Italians. In that way there can be a misunderstanding in communication because the Polish people like it and expect it if they are told what to do.

The project managers also talked about when the Italian bosses went to Poland. They have a lot of new information for the project. So there are new issues that need to be resolved. Due to the quiet high power distance the bosses could have more knowledge and information then the employees. Because the boss is higher in the hierarchical order. And if the boss is there once a month with a lot of new information, that can delay the project.

Individualism

This is about the degree of independence that each person feels in a society. So basically if you score high on individualism you think more in the ‘I’ therm. A low score means that you think more in the ‘we’ term (Hofstede insights, 2021). Both countries score high in Individualism. Also the interview makes it clear. The project manager said that the Polish employees and the Italian company didn’t know what their benefits were. For them it was only more hard work. It seems they don’t know that they are all in this together (‘we’ term). For example the Polish employees who say:’ For ME it is only more hard work, so what is in it for me’.

Uncertainty avoidance

Uncertainty avoidance is about how people feel threatened by ambiguous or unknown situations. Poland scores very high on this dimension compared to Italy. That means that uncertainty will mostly be avoided by the Polish (Hofstede insights, 2021).

In the interview the project manager talked about a deadline, which in his opinion was impossible to reach. He didn’t talk about how the Italians felt about the deadline. So the problem here could be that the Polish people want certainty that they are able to finish the project in time. In that way they can give themselves a lot of pressure. The Italians on the other hand are more relaxed about and will just see the outcome. So, now you have a party who is quite stressed about the deadline, communicating to a party which is maybe too relaxed. This could also be the cause of the communication.

Outcome

The interviewee disclosed that he faces many challenges on a regular basis which has forced the Project Managers into pushing back the project deadlines, and has resulted in heavier workloads that weren’t accounted for during the planning stages. One limiting factor that he encountered is that many urgent tasks take too long to attend due to the fact that the teams are working in separate countries, and they only communicate through email and video calls. This has found to be very time consuming because some information is only shared in Italian with no interpreter that could mediate between the two teams.

Using English as the main language for the project, a compromise between the Italian and Polish team, has also proved to be a challenge. With our interviewee sharing that he is the only person in his company with a decent level of English, he is required to be present at almost all meetings, even those that would regularly not require him. Being a project manager, our interviewee shared that he felt his presence at financial meetings to be quite inhibitive, and even prohibitive, as he felt it was not his duty to be in charge of negotiating finances, while also leading the project. Again, as the Polish have strong power distance as well as uncertainty avoidance, this position might have been very prohibitive for our interviewee. 

Furthermore, the interviewee shared that the Italian company had lacked clarity when stating the benefits of the project to a particular group of stakeholders whose work is essential to the Polish branch, resulting in misaligned expectations, and uneven levels of motivation amongst the parties involved. Likewise, he pointed out that the Italian team could have done a more thorough research and analysis of Financial Polish Laws, as this would have made it easier for both Polish and Italians to overcome what they felt was inhibitive about the way each other do business. 

Possible Solutions

Use voice translator
The interview claims that there is a serious language issue between the parties causing a bunch of misunderstandings. It is vital for two parties to have a mutual speaking language in order to cooperate with each other and achieve the highest productivity. In that case, workers from the IT department are more likely to be able to communicate in English, however, the Italian side had difficulties with it as fewer than half of the department can’t use this language to work.

Using a voice translator during meetings is the most effective way to understand each other because it works faster than other alternatives and can get every context compared with the human translator. The only way to achieve highest efficiency is to understand each other clearly and stick to the requirements of the head without misunderstanding in the expressions 

Organize basic meeting-presentation of the project goals and rules
Some employees from both sides face the lack of motivation and unwillingness to work because not everyone is aware of the main goals of the project and benefits towards their life from this project. Also a reward system should be implemented so that workers will be inspired instead of being forced.

The role of the head is significant as he is supposed to explain difficult info about the project in simple terms for everyone to understand the material and define their role in the company.

Create talking points before the meeting is set
Our interlocutor mentioned that he felt after every project meeting that this time was wasted. The biggest fault of this, as mentioned above, was language. Apart from the translator, a solution for this could be a plan of a discussion. Before every project meeting, participants should create main subjects and problems to discuss. Then it could be easier for everyone to find out at which point of the conversions they are at a specific moment.

Awareness of possible differences in work culture and laws
One of the biggest problems, in this case, was a lack of awareness on the Italian side of cultural differences. In Poland laws and rules are unlike Italian and because of that culture of working is different. Italian workers were acting similarly, like in cooperation with their natives. Unfortunately, it was wrong, because, from a Polish perspective, it has been problematic and annoying. Polish workers tried to do something and Italians were just saying, we will make it. So Italians should show their interest in the culture and try to understand that somewhere work can look differently.  

Authors

Joanna Daher Lui Kon Jean (Joanna Daher)
Student: University of Applied Sciences International Business
Block 2, Semester 1, 2023

Jim Koper
Student: University of Applied Sciences Business and Economics
Block 2, Semester 1, 2023

José Daniel Sainz González (José Daniel Sainz)
Student: Bachelor’s in Marketing Monterrey Institute of Technology and Higher Education in Sina-loa  
Block 3, Semester 6, 2023

Bogdan Bychnyk
Student: Koźmiński University, Warsaw, Bachelor in Financial Management
Semester 1, 2023

Tymoteusz Wójcik
Student: University, Warsaw, Bachelor in Financial Management
Semester 1, 2023

This case model is being written in order to get an insight into the cultural differences that can be encountered at a workplace. An interview has been conducted to collect information from an experienced and skilled employee. The interviewee has provided us with valuable information about the international ambience at the office.

The company that has been examined is originally from the USA. However, the interviewee works at an office located in Mexico. Therefore, in this case study an American company will be discussed from a Mexican perspective. It is also important to mention that the company has a big number of international employees and sells its products all over the world.

In this case model we will discuss cultural differences that occurred or may occur within a company by using Hofstede dimensions. Moreover, the problems that arise as a result of the diversity in the office will be examined.  Finally, a possible solution will be proposed.

Hofstede Dimensions

The company was established in the United States of America. Today it is a big company with approximately 7000 employees that sells its high-quality technological goods worldwide. As for the case that is being discussed, the office in Mexico has employees from USA, Mexico, China, Japan, Europe, India, etc. It is believed that to have a successful international company it is vital to be able to adapt to the different cultures that this company faces. An analysis will be conducted to evaluate the company’s approach to this issue. Moreover, Mexico, the United States and the Netherlands will be compared and illustrated using the Hofstede cultural bridges tool.

Power distance index

The company has 1:1 Meetings which are meetings between the manager and engineer, for example, that are aimed to help understanding a little more the culture of both parties. Furthermore, every part will present their challenges and clarify any possible miscommunication. This indicates that power distance within the company is fairly low as employees of any hierarchical level can easily express their thoughts and doubts to each other.

Individualism vs collectivism

Everyone in the company is equal and is treated with respect. For instance, regular meetings, so-called “All hands meetings”, with all the organizational units and regions are held within the company. These meetings are divided into 2 or 3 sessions making it possible for any person around the globe to attend the meeting at the time that better adjusts to their region or schedule. Moreover, information is shared at every meeting all in English. On the one hand, the care each employee shows towards another can be explained by the collectivistic society that is very common in Mexico. On the other hand, respect for equal rights is a trait of the individualistic society which is inherent in the USA.

Uncertainty avoidance Index

The interviewee stated that the company is always happy to celebrate each culture. In order to learn about each region, the company invites its members to celebrate the main holidays of each location. For example, Dia de Muertos (Mexico), Thanksgiving (USA), Diwali celebration (India), etc. This illustrates that the company has a very low uncertainty avoidance index as everyone is eager to accept traditions of one another.

Masculinity vs femininity

The company is described as a feminine one by the interviewee. Everyone within the company everyone cares for each other. Moreover, every employee seems to enjoy his work and is always eager to offer his help if needed. Interestingly, an originally American company situated in Mexico seems to have a masculinity rate closer to the one of the Netherlands (14) while its home countries have a relatively high rate of 62 and 69, respectively.

Long-term orientation vs. short-term orientation

The interviewee believes that the company intends to grow and develop so that it can expand to even more countries and increase its global market share. The company prioritizes long-term goals. Its employees can easily adapt to new settings and situations all for the sake of achieving valuable goals.

Outcome

The business has a lot of diversity, but it also has some problems that need to be fixed. In summary, a review of the company’s approach to cultural diversity using Hofstede’s dimensions reveals that it has a low power distance index, a mix of individualistic and collectivistic values, a low uncertainty avoidance index, a feminine culture, and a long-term oriented mindset. These cultural qualities represent the employees’ broad backgrounds as well as the company’s efforts to adapt to other cultures. The company’s commitment to cultural diversity, as well as its emphasis on long-term goals, contribute to its success in an international market.

The following concerns may need to be addressed in order to improve the company’s approach to cultural diversity:

Communication hurdles
When working with employees from diverse backgrounds and cultures, language limitations and cultural differences can make communication and understanding challenging (Gudykunst, 2005). To overcome these limitations, the organization may need to deploy methods such as language classes or translation services.

Employees may have unconscious biases that affect their interactions with colleagues from other cultures (Dovidio, Hewstone, Glick, & Esses, 2005). To help employees detect and confront these biases, the organization may need to provide training.

Inclusion and diversity
The organization may need to prioritize developing a diverse and inclusive work environment (Jackson & Ruderman, 2011). This includes ensuring that all employees, regardless of cultural background, feel valued and respected.

Adapting to other cultures
Because the organization operates in multiple nations, it may need to adjust to each location’s cultural conventions and values (Hofstede, 2011). Understanding and honoring local customs and traditions, as well as modifying products and services to match local demands, are examples of this.

Assessing strategy efficacy
The organization should constantly analyze the effectiveness of its cultural diversity initiatives and make adjustments as needed to ensure that it is meeting the needs of its varied workforce (Welch & Jackson, 2007). 

Possible solutions

Several practical techniques can be implemented to improve the company’s attitude toward cultural diversity. To begin, cross-cultural training programs for employees can be provided in order for them to gain a greater understanding and appreciation of other cultures, customs, and beliefs. Language education and cultural sensitivity training may be provided to assist in bridging any communication gaps (Gudykunst, 2005). Language obstacles and cultural differences can also be overcome via communication strategies. Translation services, bilingual communication channels, and other measures to encourage effective internal communication can be incorporated (Gudykunst, 2005).

In order to build an inclusive and diverse work environment, inclusion and diversity programs such as employee resource groups, mentoring programs, and diversity and inclusion training can be developed (Riordan, 2008). This will contribute to the development of a culture that values and respects all employees, regardless of their cultural origin. Furthermore, by knowing and respecting local customs and traditions, as well as adjusting products and services to satisfy local needs, the corporation may adapt to local cultures (Gudykunst, 2005). This can be accomplished through market research and consultation with local specialists.

Regularly analyzing the effectiveness of the company’s cultural diversity strategies and making required improvements is also possible (Riordan, 2008). Staff surveys, focus groups, and indicators such as employee retention and turnover can all be part of this. It is also beneficial to encourage cultural exchange among personnel (Gudykunst, 2005). This can be accomplished through cultural events, the exchange of cultural practices, and the encouragement of staff to participate in cultural activities. Finally, leadership involvement is critical in encouraging cultural diversity and inclusion (Riordan, 2008). Leaders should be completely committed to these activities and set clear goals and expectations for cultural diversity and inclusion, as well as hold leaders accountable for attaining those goals.

Conclusion

After analyzing the case carried out on this international company dedicated to sound and audio, we can conclude that they have a healthy culture suitable for everyone, since we observe that there is no inequality in the company, respect is promoted among employees. Moreover, something that seemed very important to us is the low power distance index, as we believe that this gives employees a lot of confidence and security to grow. Another point that we would like to highlight is the concern of the company in caring about all cultures that exist within it. Furthermore, the company wants its employees to feel at home in the office despite their different nationalities. The case also showed how much this organization values internal culture, which leads to good relationships among employees, as well as no problems with inequality. Therefore, we believe that this company is doing a great job and definitely feels creating a good environment for each of its collaborators.

Authors

Diana Finkel (LinkedIn)
Student: International Business Amsterdam University of Applied Sciences, Amsterdam, Netherlands.
Block 2, Semester 1, 2023

Diba Rastegar Biji (LinkedIn)
Student: International Business Amsterdam University of Applied Sciences, Amsterdam, Netherlands.
Block 2, Semester 1, 2023

Justina Slawinska (LinkedIn)
Student: Financial Management Kozminski University, Warsaw, Poland.
Block 2, Semester 1, 2023

Sofia Melendez Maraveles (LinkedIn)
Student: Marketing Tecnologico de Monterrey, Sinaloa, Mexico.
Block 2, Semester 1, 2023

Overview

For this interview,  the person we interviewed has professional background in identity management and application security. In this interview, the cultural differences within the company are being shared and explained. The company being examined is a big international French company.

The interviewee gave insights on where the cultural aspect is listed. In the interview it is explained that there is a great cultural diversity within the company. Whether it is in the team works in or the company in general.

Furthermore, examples of inhibitive and prohibitive situations on the work floor are mentioned (Hofstede et al., 2002). It is inhibitive within the company to talk your own language with a fellow co-worker because this makes the other co-workers of a different background not understand you. It is prohibitive to give unfriendly comments to other co-workers. Since there are so many cultures inside and outside the company this is considered as prohibitive. The company also has points on which it could improve itself.

Hofstede Dimensions

When having an international business, it is necessary to adapt to the different cultures that this company experiences. The company originated from two French tech companies that merged together. After that, the company started working together with a Dutch company and it works with 70 different countries. In 2014 the company managed to buy the IT outsourcing activities from an American company so it has a lot of coworkers operating in the United States. Therefore we choose to compare France, The United States and also The Netherlands with each other in the Hofstede cultural bridges tool.

Power distance index

The different cultures are all equal with each other appearing on the interview and on the reviews given by the employee. The employees get to a group project to solve an issue, with that they have to make reports to the managers on the progress. Even though there is a hierarchy environment the employee can still talk directly with the managers that give the project and also learn new skills for example. There is a higher power distance business due the characteristics of having a hierarchy operating business. But the ideas that get exchanged could come from people at any organization level.

Individualism vs collectivism

In the interview it was noted that there is culture diversity in the company, but with that everybody is being treated the same. There are also no rules applied with the diversity, also there are no courses given regarding multicultural inclusion. This has to do with the high individualism where the same value standards are supposed to apply to everyone. Every customer should get the same treatment. (Universalism).

Uncertainty avoidance index

Our interviewee stated in the interview that the people from different cultures all work together and, after work they perform social activities. With the comfortableness of all the coworkers being together even though they are all from different cultural backgrounds means that the company scores high in uncertainty avoidance. This shows that the high Uncertainty avoidance of France (86) is also noticeable in the business culture.

Masculinity vs femininity 

One of the issues asked during the interview was about how the company views equality. When we raised this question, we were told that everyone receives personal gratitude and that all coworkers get along well. Management assists employees in improving their working talents in order to provide them with greater opportunities. The low masculinity of the French, who are more concerned with the quality of life, highlights these themes.

Long-term orientation vs short-term orientation

The company believes it is critical to adapt and evolve, and one of the strategies it has used over the years has been to develop ties with other businesses. This is due to the company’s desire to gain a larger global market share. Co-workers have a flexible schedule and are assigned to various positions inside the firm. This suggests that the company is a firm focused on the long term, where personal adaptability, market position, and relationships are more essential than leisure time (Davis, 2021).

Outcome

As the company has great diversity it also has some issues that need to be solved. As our interview noted the company often organizes coffee meetings and football matches to allow everyone to meet with each other and to let everyone feel included into the company. The company provides adequate resources for different cultures by talking a lot to each other and everyone gets the resources they need. As our interview adds: ‘’Diversity brings strength to the company, in the sense that we work with different clients from different countries. They have a different point of view and internally we have that too and it is also interesting to show that no matter which culture of background we have, we all do the same job, and we are all equal.’’

It is clear that the company has co-workers of different cultures and backgrounds. It also ensures meetings to get to know each other better. But despite this there are still some issues that should be solved and considered.

• The interviewee stated that there is a problem of gender equality in engineering, there are few women in this field. This is something the company can work on.
• On the level of religion, the food that is offered is not adapted to all beliefs. Unfortunately, there is no consideration of religious differences.
• Language barrier is an issue that still happens in a lot of companies, The company is also included here. Because people of different origins and cultures work together, it can happen that people speak in their own language and this is not understood by other co-workers.
• Glass ceiling for people of different origins. It is often the same people who are in high positions, it’s harder for a person from another culture to get a position with more responsibility. This is also in terms of gender. This prevents people from working in ICT services
• Another concerning point is a meeting after work, there is often alcohol offered in a bar but many people don’t drink alcohol, so they don’t go there. This ensures that fewer people get to know each other

Possible solutions

First, girls are discouraged from studying science, technology, engineering, or mathematics (STEM) topics, according to colleagues who work with schools through the Women in Science and Engineering (WISE) ‘People Like Me’ initiative or our ‘Class of Your Own’ program. To combat these limiting/harmful gender preconceptions and encourage girls into the industry, we must engage sooner (Five ways to boost gender equality in engineering, 2022). This could be during their study, to motivate women and remove unconscious biases about gender roles. Companies like the one we interviewed can encourage engineering by hiring more women in the engineering industry. This may pave the way for a trend in which women are less hesitant to work in this industry.

Furthermore, in order to address the issue of religious disparities in food, the corporation must consider these distinctions and ensure that there are more options that complement these religions. The corporation can purchase more broad items like salads, pasta, fruit, and vegetables for lunch so that everyone can enjoy them. It would be even better if the company offered halal or seafood options to give everyone a sense of variety.

Next, a remedy to the language barrier problem would be to state upfront that speaking foreign languages is impolite. Managers can also state that it is not permitted so that everyone understands each other and no one feels left out of dialogues.

In addition, to solve the issue of glass ceiling for people of different origins, the company can use blind CV’s that exclude background information such as gender, age, origin, experience and more. This creates more diversity and will surely improve it. Lastly, to solve the problem that some employees drink and some do not, it would be wonderful to have after work outings with the team to go to a restaurant or coffee shops where everyone can drink. This will create more closeness and team bonding, as everyone can choose something instead of some employees drinking alcohol and some not.

Conclusion

The interview with went well. We learned a lot about the company and we both came to the conclusion that the company could possibly consider some changes within the company to make everyone even more included. To conclude, the company we interviewed is a high dynamic international company with clients all over the world that stimulates diversity. Based on the interview, we now know that the company has good sides with organizing events and showing themselves to their co-workers. But also, sides that should be solved by considering the ideas of co-workers.

A business like this should hire more women in the engineering business to address these difficulties. It is also critical that they broaden its food offerings so that individuals of many faiths can enjoy the food. Then, in order to overcome the language barrier, different languages should be accepted. Finally, to address the issue of some employees drinking alcohol while others do not, the organization should organize work outings to restaurants or coffee shops where everyone may enjoy each other’s company.

References:

Five ways to boost gender equality in engineering. (2022, 1 juni). Infrastructure Intelligence. Geraadpleegd op 5 juni 2022, van http://www.infrastructure-intelligence.com/article/mar-2017/beboldforchange-five-ways-boost-gender-equality-engineering

Hofstede, G., & Hofstede, G. J. (2002). Exploring Culture: Exercises, Stories and Synthetic Cultures (2de editie). Amsterdam University Press.

Davis, J. D. (2021, 8 december). Long Term Orientation Vs Short Term Orientation, and How To Be a Long-termist. Fosburit.Com. Geraadpleegd op 5 juni 2022, van https://fosburit.com/culture/long-term-orientation-vs-short-term-orientation/

Authors

Student: Cagla Koc (LinkedIn)
Faculty Business and Economics, Amsterdam University of Applied Sciences, Amsterdam, Netherlands
Block 4, Semester 2. 2022

Student: Janice Gerding (LinkedIn)
International Business, Amsterdam University of Applied Sciences, Amsterdam, Netherlands.
Block 4, Semester 2. 2022

Student: Arnold Baker
Faculty Business and Economics (linkedin)

Amsterdam University of Applied Sciences, Amsterdam, Netherlands
Block 4, Semester 2. 2022