Expatriates’ experiences of cultural differences that reflect traditional philosophies
| Philosophy | Doctrine | Leadership experience in the Netherlands (Positive +/Negative −) | Selected empirical evidence |
|---|---|---|---|
| Confucianism | Authority/hierarchy | Public objection to authority (−) | When I first joined the company, I could strongly feel their concern about my leadership ability. I believed it’s normal because I’m not a local and they felt that they knew more. They would question my decisions in public. At the very moment, I hesitated and became less decisive. And they sensed my hesitation. It’s a vicious circle. (Leader 22) |
| Flat organizational structure (−) | I was invited to the Netherlands as a specialist. I thought I could start working the very first day. But the company didn’t even prepare my entrance card well. I didn’t feel cared for. After working, I learned that the biggest difference between the leader and the employees is the salary is different. As the old Dutch saying goes, only dogs need an owner. (Leader 25) Local employees will call you by your name without adding any title, it doesn’t mean disrespect. (Leader 6) | ||
| Execution efficiency (−) | We hold a lot of meetings with local employees. Everyone has the right to speak. It was frustrating at the beginning because in China, a meeting is held to inform employees about an order. But in the Netherlands, meetings are aimed at reaching an agreement. Sometimes after a month, we still don’t have a settled solution to execute. (Leader 5) | ||
| Relationalism | Simplified socialization (+/−) | I tended to avoided conflict, using indirect communication skills and hoping they would understand. However, if a leader can’t argue with the employees, the employees will consider the leader to be a weak person. Conflicts are normal here. (Leader 26) A leader shouldn’t take local employees’ behaviors too personally. People are good by nature. There’s no need to read between the lines when communicating with Dutch employees. (Leader 27) | |
| Loyalty | Unwilling to work beyond job responsibility (−) | You can’t expect local employees to work overtime. If you sent them an e-mail after 5 p.m., never expect them to respond at 9 p.m. (Leader 2) They have an attitude of “it’s not my business”. (Leader 9) The company opens at 10 a.m. Chinese employees may come early to the office at 9:45 and help colleagues set up. Dutch employees, however, they only prepare materials for themselves. (Leader 21) | |
| Taoism | Reversion | Recognize directness as a virtue (+) | Dutch employees are direct. If they disagree with you, they will say it immediately. Once they are persuaded, they will put all their effort into completing the task. This is good. (Leader 16) In a Dutch business context, open and direct communication is an effective way to get things done. (Leader 11) |
| Flexibility | Adhere to planning (−) | Leaders in China tend to give an ambiguous goal rather than having a detailed plan. Dutch employees like to plan things ahead and implement them. In general, Chinese take action before considering the outcome, and Dutch consider outcomes before executing. (Leader 25) |
| Philosophy | Doctrine | Leadership experience in the Netherlands (Positive +/Negative −) | Selected empirical evidence |
|---|---|---|---|
| Confucianism | Authority/hierarchy | Public objection to authority (−) | When I first joined the company, I could strongly feel their concern about my leadership ability. I believed it’s normal because I’m not a local and they felt that they knew more. They would question my decisions in public. At the very moment, I hesitated and became less decisive. And they sensed my hesitation. It’s a vicious circle. (Leader 22) |
| Flat organizational structure (−) | I was invited to the Netherlands as a specialist. I thought I could start working the very first day. But the company didn’t even prepare my entrance card well. I didn’t feel cared for. After working, I learned that the biggest difference between the leader and the employees is the salary is different. As the old Dutch saying goes, only dogs need an owner. (Leader 25) Local employees will call you by your name without adding any title, it doesn’t mean disrespect. (Leader 6) | ||
| Execution efficiency (−) | We hold a lot of meetings with local employees. Everyone has the right to speak. It was frustrating at the beginning because in China, a meeting is held to inform employees about an order. But in the Netherlands, meetings are aimed at reaching an agreement. Sometimes after a month, we still don’t have a settled solution to execute. (Leader 5) | ||
| Relationalism | Simplified socialization (+/−) | I tended to avoided conflict, using indirect communication skills and hoping they would understand. However, if a leader can’t argue with the employees, the employees will consider the leader to be a weak person. Conflicts are normal here. (Leader 26) A leader shouldn’t take local employees’ behaviors too personally. People are good by nature. There’s no need to read between the lines when communicating with Dutch employees. (Leader 27) | |
| Loyalty | Unwilling to work beyond job responsibility (−) | You can’t expect local employees to work overtime. If you sent them an e-mail after 5 p.m., never expect them to respond at 9 p.m. (Leader 2) They have an attitude of “it’s not my business”. (Leader 9) The company opens at 10 a.m. Chinese employees may come early to the office at 9:45 and help colleagues set up. Dutch employees, however, they only prepare materials for themselves. (Leader 21) | |
| Taoism | Reversion | Recognize directness as a virtue (+) | Dutch employees are direct. If they disagree with you, they will say it immediately. Once they are persuaded, they will put all their effort into completing the task. This is good. (Leader 16) In a Dutch business context, open and direct communication is an effective way to get things done. (Leader 11) |
| Flexibility | Adhere to planning (−) | Leaders in China tend to give an ambiguous goal rather than having a detailed plan. Dutch employees like to plan things ahead and implement them. In general, Chinese take action before considering the outcome, and Dutch consider outcomes before executing. (Leader 25) |
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