Training US Expatriates to Work in Italy

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Table of Contents

Introduction
Cultural Differences and Training Recommendations
Limitations of Hofstede’s Theory
Conclusion
References

Introduction

When training expatriates to work in particular countries, special attention is paid to the development of cross-cultural skills. The most popular framework for exploring national differences is Hofstede’s cultural dimensions model, which provides a range of helpful insights to integrate into business practice (Taras et al., 2009). The purpose of this paper is to develop recommendations for training US expatriates to work in Italy and analyze these recommendations from the perspective of the limitations of Hofstede’s model.

Cultural Differences and Training Recommendations

Cultural Differences Between Italy and the United States

Italy and the United States are located in different parts of the globe, and their language, culture, attitude to life, and business ethics vary in many ways. The first thing in which Italians and Americans are not alike is the manner of speech. Italians talk fast and loudly, using expressive gestures and the tone of voice to communicate their emotions. Americans are much more reserved when business etiquette is concerned and get more relaxed during informal conversations. Italians are tactile and tend to move close to the person they are talking to. Moving away or keeping one’s distance can be considered unfriendly and impolite (“Business communication,” n.d.). Americans, on the other hand, need more personal space, and the violation of personal boundaries is perceived as rudeness. The essence of Italian conversation is gestures, close contact, and expressiveness, which may seem unusual to Americans but needs to be respected.

The second difference is connected with the subject matter of conversations. While Americans do not appreciate small talk and usually get straight to the point, Italians often talk about food and culture, regarding it as a natural part of business communication. Closing sales is never the main focus of interactions, and meetings with Italians often provide more opportunities for evaluating colleagues and establishing relationships than for making decisions.

The third difference is in the attitude towards time, which is significantly more relaxed in Italy than in the United States. For Italians, punctuality is not a priority, and small delays are not considered a sign of disrespect (“Busines etiquette,” n.d.). While in American companies, meetings generally start on time, in Italy, it is not uncommon for a scheduled meeting to actually begin twenty to thirty minutes later than expected. During a meeting, it is important not to create a sense of urgency because it is considered impolite (“Business communication,” n.d.). Overall, Italians are much more relaxed than Americans in their approach to business, meetings, and communication in general, and respecting their attitude is key to establishing rapport.

Recommendations for Expatriates

When training US expatriates to work in Italy, several things need to be considered in order for them to achieve success. The first is building close relationships with partners and colleagues. Italians are often guided by their feelings and value trust above all else, and when doing business, one needs to ensure that their Italian counterparts like them (“Business communication,” n.d.). This is different from American business culture, where being open and friendly does not imply establishing personal relationships with partners (Swift, 2016). A good recommendation for undertaking a new business activity in Italy is to find a well-connected person who can make the right introductions (“Country comparison: Italy, the USA,” n.d.). Besides, Italians prefer face-to-face communication to email and video chats because it helps to build a more personal connection. Overall, the main thing that expatriates to Italy need to understand is that Italian business culture is very relationship-oriented, and building trust is as important as the exchange of information and decision making.

The second issue to consider when working in Italy is appearance. While Americans do not put much emphasis on clothing, for Italians, looks are especially important. One’s attire is perceived as a reflection of their personal standing, relative success, and competence as an entrepreneur (“Business etiquette,” n.d.). It is common to see professionals dressed in designer suits and elegant dresses. For business meetings, formal attire is expected, and in the informal setting, it is recommended to dress casually but elegantly (“Business etiquette,” n.d.). Investing in high-quality, name-brand pieces of clothing can significantly boost one’s business reputation.

The third recommendation is connected with the Italian attitude towards time. As was already mentioned, delays are normal in Italian culture, and it also applies to work plans and deadlines. Italians generally do not take plans too seriously, and when establishing timeframes, it is necessary to build some flexibility into deadlines (“Business etiquette,” n.d.). When a deadline must be firmly met, it is essential to clearly communicate it to one’s Italian partners (“Business etiquette,” n.d.). While for Americans, who are more result-oriented, this may seem a prerequisite, for Italians, punctuality is just not particularly important (“Country comparison: Italy, the USA,” n.d.). Overall, the main recommendation when training US expatriates to work in Italy is to get them prepared for an open and relaxed business climate and teach them to pay particular attention to clothes and communication.

Limitations of Hofstede’s Theory

Hofstede’s cultural dimensions theory is one of the most popular frameworks for analyzing cross-cultural communication. It explores how culture influences values and how these values relate to behavior on both international and organizational levels. Hofstede’s model of national culture consists of six dimensions: power distance index (PDI), individualism vs. collectivism, uncertainty avoidance, masculinity vs. femininity, long-term orientation vs. short-term orientation, and indulgence vs. restraint (“National culture,” n.d.). Despite being highly influential, the model is not comprehensive and has a number of limitations that managers need to take into account.

The first limitation is that the theory cannot predict each individual’s behavior. In his article on Hofstede’s model, Sanderson (2007) quotes several researchers who claim that “an individual’s values and behavior cannot and should not be predicted from national cultural norms” (p. 4). Signorini et al. (2009) add that at an individual level, the person is likely to have different layers of culture within them as well as the number of social groups to which they belong. When national culture is concerned, there is some overlap between individuals’ cultural sets, but there are also many differences that shape each person’s character and attitudes.

The second limitation is connected to the dangers of stereotyping. According to Sanderson (2007), “generalizations about national cultures create oversimplified images of national sameness” (p. 5). Hofstede (2011) argues that stereotypes provide only a statistical link between culture and personality, not a prediction of the properties of particular individuals. It means that Hofstede’s model basically studies stereotypes while not taking into account the differences between generations, regions within the country, social groups, and each individual’s personal traits.

When applied to particular recommendations on cross-cultural communication, these limitations help to adapt Hofstede’s model for individual circumstances. For example, the first recommendation for training US expatriates to work in Italy advises them to build close personal relationships with their colleagues and partners. However, it does not take into account that some Italians are individualists and are not prone to establishing close contact with strangers, especially if they do not belong to their culture. According to Grigoryeva (2017), Italians tend to avoid risks as much as possible by preferring close friends over strangers and familiar over unfamiliar new situations and events. It means that despite Italian business culture being relationship-oriented, each individual’s character needs to be accounted for when establishing business contacts.

The second recommendation encourages US expatriates to pay particular attention to their appearance because all Italians are fashion conscious and judge people based on their looks. However, this perception is also largely based on a stereotype. Many Italians wear comfortable clothes, and most of them would not expect a foreign partner to be dressed in the Italian style. While this is a generally reasonable recommendation, whether it is applicable in each particular case depends on a number of factors.

The third recommendation suggests taking into account the relaxed Italian attitude when making work plans. However, when followed too literally, this approach can cause many problems and conflicts. According to Grigoryeva (2017), despite being relaxed with time, Italians appreciate punctuality and expect it from their business partners. Implicating that Italians are always late when making plans and neglecting international etiquette can negatively affect business. Overall, the limitations of Hofstede’s theory can be applied to any recommendation for cross-cultural communication, which could prevent stereotyping and communication mistakes.

Conclusion

The recommendations suggested for US expatriates who intend to work in Italy include building close relationships, paying attention to one’s appearance, and taking into consideration Italian attitude to punctuality. When analyzed from the perspective of the limitations of Hofstede’s cultural dimensions model, it can be concluded that these recommendations cannot be applied universally. Despite being highly influential, Hofstede’s theory is largely based on stereotypes and oversimplification and does not take into account individual differences.

References

Business communication. (n.d.) Business Culture. 2021, Web.

Business etiquette. (n.d.). Business Culture. 2021, Web.

Country comparison: Italy, the USA. (n.d.). Hofstede Insights. 2021, Web.

Grigoryeva, A. (2017). Effects of cultural components on business in Italy [Bachelor’s thesis, Saimaa University of Applied Sciences]. Theseus. Web.

Hofstede, G. (2011). Dimensionalizing cultures: The Hofstede model in context. Online Readings in Psychology and Culture, 2(1). Web.

National culture. (n. d.). Hofstede Insights. 2021, Web.

Sanderson, G. B. (2007). The strengths and limitations of using essentialist cultural theory to understand international students. 2007 ISANA International Conference “Student Success in International Education.” Web.

Signorini, P., Wiesemes, R., & Murphy, R. (2009). Developing alternative frameworks for exploring intercultural learning: A critique of Hofstede’s cultural difference model. Teaching in Higher Education, 14(3), 253–264.

Swift, J. S. (2016). Understanding business in the global economy: A multi-level relationship approach. Macmillan Education UK.

Taras, V., Rowney, J., & Steel, P. (2009). Half a century of measuring culture: Approaches, challenges, limitations and suggestions based on the analysis of 121 instruments for quantifying culture. Journal of International Management, 15(4), 50–75.

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