The degree of internationalization of industrial and technology companies will remain high and may even increase. Many businesses today operate in a globally networked market environment and in international teams, whether it's production sites in Asia and the Americas, development centers in Eastern Europe, or sales offices in German-speaking countries.
Working abroad or in companies headquartered outside Germany provides employees with valuable experiences. Moving to a different corporate culture enables people to test their strengths, broaden their horizons, and thus fosters creativity, innovation, and self-efficacy.
International experience has advantages from a corporate perspective as well. Employees from other cultures challenge long-standing processes and view products and services from a fresh perspective. Working abroad or in companies headquartered outside Germany — and the resulting "foreignness" experience — promotes an understanding of other ways of working. This intercultural competence strengthens competitiveness, especially in international markets.
Cultural differences often underestimated
Despite the clear advantages of working in culturally diverse teams, we repeatedly encounter typical pitfalls. In Chinese companies, for instance, criticizing superiors directly is unusual. Managers make decisions, and lower hierarchical levels are expected to implement them without contradiction. Japanese companies, on the other hand, tend to make decisions more slowly and in a way that is initially more difficult to understand. However, once a decision is made, companies tend to stick to it for a long time if they believe in the product.
However, anyone who thinks that cultural differences only appear when switching from European to Asian or American corporate cultures is mistaken. Even within Europe, there are clear differences in working styles and customs. For example, German employees encounter different ideas about vacation entitlements and weekly working hours in Polish companies. British employees change jobs more frequently, which is an accepted expression of professional flexibility in the UK and British-influenced companies. However, in Germany, it is quickly interpreted as a lack of stability. In Switzerland, politeness and indirect communication are valued, so German directness may be perceived as unfriendly.
Hofstede provides framework for orientation
To make cultural differences between societies more tangible, Geert Hofstede's model of cultural dimensions has become well-established. It was last updated in 2010. The model describes fundamental cultural value patterns that can be applied to work contexts, such as management styles, decision-making processes, and forms of communication. Below is an overview of the six dimensions:
1. Power Distance
This dimension describes how naturally hierarchies are accepted. In cultures with a high power distance, such as China or India, clear chains of command and top-down decision-making are common. In countries with a low power distance, such as Denmark or Australia, leadership is viewed as more of a partnership. Employees expect to have a say and prefer flat hierarchies.
2. Individualism vs. Collectivism
The central question here is whether the focus is on the interests of the individual or the community. In individualistic countries, such as the United States, personal performance is more important. In collectivist cultures, such as Japan and South Korea, team decisions, group membership, and loyalty to the employer are more important.
3. Masculinity vs. Femininity
This dimension distinguishes between competition- and consensus-oriented cultures. Masculine societies, such as those in Germany and the UK, focus on achievement, assertiveness, and material value. In feminine cultures, such as Sweden and the Netherlands, the focus is on cooperation, equality, and work-life balance.
4. Uncertainty Avoidance
This dimension describes how a culture deals with uncertainty. Cultures with high uncertainty avoidance, such as Germany and Mexico, prefer clear rules, planning, security, and risk minimization. Conversely, countries with low uncertainty avoidance, such as the United States or Singapore, are more tolerant of the unpredictable. Mistakes are seen as learning opportunities.
5. Long-Term vs. Short-Term Orientation
This refers to a society's relationship with time and planning. In countries such as China and South Korea, long-term orientation dominates, focusing on perseverance, investment in the future, and strategic foresight. Western cultures tend toward short-term thinking, quick successes, and pragmatic decisions.
6. Enjoyment vs. Restraint
This dimension describes how openly a culture expresses emotions and needs. In pleasure-oriented societies, such as Italy or Brazil, for example, emotional communication is common. In cultures such as Germany or Japan, emotional restraint and self-control are considered the social norm.
Although the model is sometimes the subject of controversy — partly because it makes general statements that ignore individual differences within cultures — it offers a helpful framework for understanding cultural differences in everyday working life. In practice, this means that cultural differences are neither better nor worse; they are simply different. Those who are more conscious of these differences can reduce friction and frustration and better exploit potential.
Practical Tips for Successful Collaboration
Cultural diversity in the workplace is a great opportunity when intentionally shaped and managed. For international or culturally diverse teams to reach their full potential, sensitivity and awareness are essential. Hofstede's cultural dimensions can provide a helpful framework: Whether it’s power distance, uncertainty avoidance, or different concepts of time, understanding these cultural frameworks can help bridge gaps. The following tips offer HR professionals, leaders, and team members practical guidance on how to turn cultural diversity into a productive asset:
1. Acknowledge and address cultural differences
Differences in how hierarchy is understood, how people communicate, and how they handle criticism and uncertainty can easily lead to friction. In cultures with a high power distance, for instance, employees may expect clear, top-down instructions, whereas in cultures with a low power distance, employees may value a more collaborative, peer-based approach. Even how criticism is expressed can vary. What is intended as constructive feedback in Germany, for example, might be perceived as blunt or rude elsewhere. Being aware of these differences and actively addressing them can help prevent misunderstandings.
2. Invest in the Introduction Phase
Strong collaboration begins with trust. Make the most of the initial stage of your collaboration. A shared meal, kickoff meeting, or extended small talk can help build relationships. Take time to discuss expectations, roles, and goals in a relaxed setting—ideally before the pressures of the project take over. Understanding the person behind the role makes it easier to interpret and appreciate cultural differences.
3. Question unfamiliar approaches
When colleagues approach tasks differently than you're accustomed to, it can be jarring. The instinct to label those methods as inefficient or wrong is natural but not always productive. Instead, take a curious approach: What’s behind this way of working? What benefits might it offer? This mindset can reveal new ideas and perspectives that advance the project.
4. Prioritize clear and active communication
When language and cultural barriers are present, clear and active communication becomes even more critical. Regular check-ins, whether in person, virtual, or written, foster clarity and accountability. Summarize key points, repeat them if necessary, and document them when appropriate. This helps to smooth over linguistic nuances and cultural differences in meaning. Encourage an open environment where questions are welcomed and confusion can be addressed without hesitation.
5. Highlight shared goals and values
Diversity brings new perspectives, creative ideas, and innovation. At the same time, emphasizing common ground strengthens the team. A shared objective, aligned values, or unifying project can create cohesion. In diverse teams especially, it's helpful to regularly highlight the "why" behind the collaboration, even if the "how" differs.
6. Align on time perception and planning
Time isn’t structured the same way in every culture. Some teams work with strict deadlines, proactive planning, and clearly defined processes. Others may take a more flexible approach to timelines and priorities. Be explicit: How far in advance should meetings be scheduled? Which project milestones are critical? How will we handle delays or shifting priorities? Setting these expectations provides much-needed guidance, especially for international teams.
Conclusion:
International teams enrich organizations, challenge existing processes, and drive innovation. Experiencing a different corporate culture can enhance creativity, self-efficacy, and problem-solving skills. However, cultural collaboration isn't without its challenges— misunderstandings and friction are common.
That’s why companies should take the time to understand the professional backgrounds and previous work environments of candidates and how these experiences shape their approach to work. Likewise, individuals joining organizations with different cultural backgrounds than their previous experiences should be prepared to engage with those mindsets and practices.
Building successful multicultural teams requires more than awareness of cultural differences; it also requires intentional onboarding, regular open communication, and an emphasis on shared goals. With these elements in place, international hiring and intercultural teamwork can become powerful drivers of success.