When working with international partners, understanding their expectations becomes crucial.
・What work behaviors do they consider effective and appropriate?
・What communication styles do they expect from you?
This is where “Culture Models” prove invaluable.
These frameworks help us navigate cross-cultural business relationships by providing insights into different cultural approaches to work and communication.
Culture Models
Several well-established models exist, including:
- Hall’s model
- Hofstede’s model
- Erin Meyer’s model
- Trompenaars & Hampden-Turner model
The image below shows Lewis’s model (Dimensions of Behavior), which categorizes cultures into linear-active, multi-active, and reactive communication styles.
These models can help answer critical questions:
・How can you build stronger relationships with international partners and colleagues?
・What behaviors will make you well-recognized and highly valued?
・What potential challenges might you face when working across cultures?
However, while culture models are powerful tools, there are three crucial considerations to keep in mind:
Culture Models Show General Tendencies, Not Absolute Rules
Culture models reflect broad patterns and tendencies within countries or regions—they don’t define every individual.
Take Japan as an example. Most culture models describe Japanese professionals as reserved, preferring indirect communication and relying heavily on context.
Yet many Japanese businesspeople are highly assertive, direct speakers who pay less attention to contextual cues.
The models provide starting points for understanding, not definitive predictions about individuals.
Avoid Falling Into Stereotypes
Never assume “businesspeople from Country X always behave in Y way.” This approach backfires more often than it helps.
For instance, Western business culture is often described as direct and straightforward.
However, I’ve witnessed countless situations where Japanese professionals, believing this stereotype, expressed frustrations and criticisms too bluntly to their Western partners—resulting in damaged relationships and lost opportunities.
People everywhere appreciate thoughtful communication. Additionally, workplace environments, generational differences, and individual personalities can override cultural tendencies.
Culture Models Don’t Tell You How to Adapt
Here’s the most important limitation: culture models identify differences and patterns, but they don’t prescribe solutions.
They won’t tell you exactly how to bridge cultural gaps or adapt your behavior in specific situations.
Even with identical partners and environments, adaptation strategies vary dramatically between individuals.
Consider this scenario: you’ve learned that your business partners value assertiveness and self-promotion.
How you demonstrate these qualities depends on multiple factors:
・Your position and role in the organization:
A senior executive with extensive international experience will approach self-promotion differently than a junior team member new to global business.
・Your authority and decision-making power:
The scope of your responsibilities affects how assertively you can act.
・The relationship dynamics:
Your history with partners, power balance, and mutual respect levels all influence your approach.
・Language proficiency:
Our communication options vary based on linguistic comfort and skills.
・Personal characteristics:
Your natural communication style, comfort with self-promotion, and cultural background shape your adaptation strategy.
Bottom Line
While seeking advice from colleagues can be helpful, I’ve found that others’ strategies rarely translate directly to my situations.
The differences in organizational roles, authority levels, relationship dynamics, and company policies create unique contexts that require personalized approaches.
Culture models are invaluable starting points for understanding your international partners, but successful cross-cultural adaptation ultimately depends on your ability to assess your specific situation and make thoughtful adjustments based on your unique circumstances.
The key is using culture models as guides, not absolute rules—and remembering that successful international business relationships are built on genuine understanding, flexibility, and respect for individual differences within cultural contexts.
