research final dutch expats in china

Dutch expats in China

Names: Edwin van Wijngaarden (500624889)Madelon Kooij (500645461)Mearg Tafla (500624124)Sihem el Attabi (500635939)Zineb Kharmich (500632619)

Lecturer: Vincent ZijlstraDate: December, 19th 2014 Class: 11.2

Inhoud

Introduction................................................................................................................................................3

Subjects...................................................................................................................................................3

Main question......................................................................................................................................3

Sub-questions......................................................................................................................................3

Theoretical framework...............................................................................................................................4

Definition.................................................................................................................................................4

Obstacles.................................................................................................................................................4

Cultural differences.................................................................................................................................4

Information flows....................................................................................................................................4

Psychological barriers..............................................................................................................................4

Survive in China.......................................................................................................................................4

Methodology..............................................................................................................................................5

Interview.................................................................................................................................................5

Results.........................................................................................................................................................6

Language barrier......................................................................................................................................6

Information Flows...................................................................................................................................6

Hierarchy.................................................................................................................................................7

Feedback.................................................................................................................................................8

Conclusion...................................................................................................................................................8

Literature.....................................................................................................................................................9

Attachments..............................................................................................................................................10

Interview Archana Trojic........................................................................................................................10

Interview Iliass Abdellaoui.....................................................................................................................12

Interview Xander Bruins........................................................................................................................14

Interview Paul Klein Bog........................................................................................................................15

Interview Sjors van den Heuvel.............................................................................................................17

Introduction

There seems to be a whole other set of obstacles to maneuver when settling down in the workplace, when moving to China as a Dutch expat. This is because of the giant cultural shift everybody has to cope with when moving to China. While offices in China are, in many ways, similar to their Western counterparts, it is precisely the subtle ways in which they're different.

The main goal of this study is to examine the cultural issues which the Dutch expats have experienced during their work period in China.

Subjects

Main questionThe questions below are prepared to examine the right data and to achieve breaking results in this research. The main question in this report is:

‘What are the cultural issues of expats from the Netherlands in China, when looking at communication in organizations?’

Sub-questions The main question above is divided into sub-questions. The main question will be further specified this way (Verhoeven, 2011). The sub-questions are:

1. Which obstacles do Dutch expatriates face in a Chinese workplace? 2. How do the Dutch expatriates deal with the obstacles they experience in a Chinese

workplace? 3. What are the main work cultural differences between the Netherlands and China?

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Theoretical framework

Literature is needed to answer the questions above. The results of the study are compared on the basis of the results from the literature, described in this chapter .

DefinitionTo concretize the research well, it is important to identify the defining variables of culture. The literature of Hofstede(1981) is used to define ‘culture’ in organizations. The definition is:

‘The collective programming of the mind that distinguishes the members of one organization from others.’

ObstaclesThe research of Andrea Scartelli (2012) shows the main obstacles in the Chinese workplace for western expats. There will be chosen for 5 different obstacles in the Chinese workplace for this research. The subjects are: communication, office socializing, understanding the law, the buddy system and the workplace as home. The first and third sub question will be answered and compared on the basis of the literature of Scartelli.

Cultural differencesThe research of Liu, Nauta, Li & Fran (2010) shows the cultural differences between American and Chinese business people. There are variables which are similar between American and Dutch expats. They are both individualistic business people and Chinese are collectivistic. The differences between individualism and collectivism exists in interpersonal stress and working in teams. Dutch and American expats score the same in relation to this variables (Hofstede, n.d.). The first and third sub question will be answered and compared on the basis of this literature.

Information flowsThe literature of Nunez shows the difference in information flows. In the Netherlands you have to be very discrete, while the Chinese are more open. Chinese people shares valuable organization information in public places, with people from other companies. In the Netherlands they would see this as leaking confidential information to the concurrent. The Chinese like you to be open, it’s a way of showing them your trust. The first and third sub question will be answered and compared on the basis of this literature.

Psychological barriers The literature of Semler (2004) is based on a mail survey for western expats working in China. The research is based on sociocultural and psychological adjustment. The results of the research of Semler shows that both perceived inability to adjust. The outcome of this research also shows unwillingness to adjust among newcomers by Chinese business people. The first sub question will be answered and compared on the basis of this literature.

Survive in ChinaThe outcome of the research of Upton-Mclaughlin (2013) shows the ways to survive in China as an expat. Western business people easily show more respect to the Chinese business people when following the steps of this literature. This can lead to a more harmonious working environment and helps them to adjust each other. This can avoid psychological barriers as described in the literature of

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Semler (2004). Examples of subjects, described by this study, are: the relationship with your boss, the relationship with your coworkers and the way of critizing. The second sub question will be answered and compared on the basis of this literature.

On the base of above literature, we prepared the hypothesis:

H0: There is no difference between the communication lines in the office of China and the Netherlands.H1: There is a difference between the communication lines in the office of China and the Netherlands.

Methodology

InterviewThese research will contain five interviews. Therefore is chosen for the following population:

1. Archana Trojic (NL), Senior Operations Manager at Tangoe2. Iliass Abdellaoui (NL) Senior Staff audit at Deloitte3. Xander Bruins (NL) Editor at Studio Output4. Paul Kleinbog (NL) Retail Leasing Associate Director at Parkview Green, Chyao Fu

Development5. Sjors van den Heuvel (CHINA) Founder & Owner at weBSolve

Which obstacles do Dutch expatriates face in a Chinese workplace?

A part of the questioning in the interviews is based on the obstacles described by Andrea Scarlatelli (2012). This part of the interview contains the following subjects: communication, office socializing, understanding the law, the buddy system & Workplace as home.

How do the Dutch expatriates deal with the obstacles they experience in a Chinese workplace?

The literature of Upton-Mclaughlin (2013) will be used to create questions. The ways, described in the literature, will be presented. There will be room for a short discussion after this short presentation. The subjects of the discussion are: the relationship with your boss, the relationship with your coworkers and the way of critizing. The interviewee can tell his/her experience and their solutions to survive. This can be compared with the literature.

What are the main work cultural differences between the Netherlands and China?

To answer the last question, the literature of Scarlatelli (2012) and Liu, Nauta, Li & Fran (2012) will be used. A part of the questioning in the interviews will contain the following subjects: interpersonal stress and working in teams.

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Results

On the base of the literature, described in the theoretical framework, we prepared the following hypothesis:

H0: There is no difference between the communication lines in the office of China and the Netherlands.H1: There is a difference between the communication lines in the office of China and the Netherlands.

This hypothesis forms the framework of this study. There will be described what the theory says about the hypothesis and what will emerge from interviews.

Language barrierAccording to the information in the article from Scarlatelli (2012), it shows that the need for talent who are competent in English and Chinese is essential. A Chinese woman, who has been working in advertising in Shanghai for over five years, said: ‘The platform for foreign and Chinese talent is starting to level out’. Because of the need for talent who can work in both languages. This data shows that the English language is becoming increasingly important in the Chinese business. Therefore there are no expats experience a language barrier. The study of Semler (2004) describes the psychological barriers and the trouble to adjust each other. His study reveals that Chinese businessmen not often try to adjust the Western expats. Therefore he describes that there are language barriers also. From all the interviews we can conclude that there is no language barrier. All employees speak English.

However nobody is experiencing language barrier at the moment, Paul Klein Bog have had this barrier in his previous jobs. Paul described the difference between a semi local Chinese and a international Chinese. The semi local Chinese is bad in speaking English because they didn’t study abroad and see China as the main economy of the world.

Information FlowsAccording to the theory of Nunez (2007), the chinese business community has a different form of information flows. In the Dutch industry news easily retold but there are clear standards. The norm is to keep information compartmentalized. If you still share to much information about your department with your network from another department, it can be seen as unprofessional behavior quickly. Many Dutch colleagues see this as gossip.

This is different in the Chinese business. Chinese are, according to Nunez (2007), much more open in the information flow. They have no offices with private secretary or a private office. Everyone is equal and that means that everyone is together in the workplace. The information flow is also different in the Chinese business. It is a must to get and share as much information as possible. People in the Chinese business network share their information with friends in other networks. All you have to do is to go get coffee. This is because the employee from one department must keep abreast of what is happening in another department. The lunch break in the Chinese culture is extreme suitable to exchange news.

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That is indeed the case, confirmed in the interview with Iliass Abdellaoui and Paul Klein Bog. A new world opened up to him as regards information flows. He liked that information was shared openly. You do not have to worry about what is going on behind your back. Everyone is open and see every situation as a learning process. You work together. They also feel jointly responsible for a problem. Iliass gave the following as an example: “ If you forgot an important component in the financial statements as a Auditor and the senior notes this when checking the file, he makes sure that the problem is getting solved. You do get to hear that you've made a mistake but on a very sensitive way. The senior manager doesn’t experience a lot of stress and makes sure that you, as an auditor, will not stress at all. This is different in the Netherlands.

Paul: “The International Chinese is as open as Nunez describes. But the semi local Chinese is not open to International market or expats”.

The great power of Chinese bosses requires a lot of self-reflection. With every decision the manager itself must weigh the advantages and disadvantages for the parties concerned. "A Chinese CEO is much more aware of his own position," said Annette Nijs (economist and former State Secretary), who is affiliated with the China Europe International Business School and recently wrote the book China with different eyes. "He takes his responsibility if he has made a mistake. Not because of the pressure from outside, for example the media, but from a deep sense of responsibility. That self-reflection leads to a more modest, more vulnerable and softer form of leadership.

That the communication is differently in the Chinese industry is described by two sources. The Chinese seem more open than the Dutch.

HierarchyThe outcome of the research of Upton-Mclaughlin (2013) shows differences in communicating with your direct boss and the way of giving feedback. This study shows Western expats how to create a harmonious relationship with your boss. The hierarchy is very high and the way Western employees and bosses treat each other is different than in China. You can’t walk into the office of your direct boss if you don’t have an appointment. You can only call your boss only on his cell phone if there is a emergency. It’s not a very personal relationship.

The outcome of the research of André de Vos show that the Chinese have a different way of leadership. In China, the boss is still the boss. The boss decides what happens without contradiction of employees. Especially in public. The hierarchy in a Chinese company is still sacred. Communication knows one direction: top down. Chinese managers give directive leadership and Chinese workers perform tasks precise and fast, '' said Dan Zhu, vice president of HR Forum of the European Chamber of Commerce in China. Zhu worked in China, the US and Europe and now teaches intercultural leadership at Nyenrode (Vos, 2010).

This is confirmed by Archana Trojic and Sjors van den Heuvel. Archana confirmed that the Chinese subsidiaries don’t have an open door culture and that she experienced a very high hierarchy. Archana even saw the fear in the eyes of the employees, they looked at her as ‘The hard Operations manager from Amsterdam’.

This is a surprising result because from the interview with Iliass Abdellaoui it shows that in the financial industry there is another hierarchical relation. His experience is also noted by Annette Nijs: "At the top of a Chinese company is more of a consensus. There is a form of collective management where the boss give more freedom to his subordinates. Ideas are exchanged, and contradiction is possible The higher in the Chinese management, the less dominant the directive style (Vos, 2010).

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Xander Bruins has an American boss and works in a creative sector, this makes an huge difference with Archana. Xander did tell that if he had a Chinese boss he would confirm the outcome of this study.

FeedbackThe way of giving feedback is different also. You have to be very direct. Chinese businessmen don’t like floaty feedback. They’re only open with feedback if the feedback is totally clear. They won’t listen otherwise. Chinese people like to take quick decisions, they don’t like to struggle with a problem for a long time. “Chinese leaders are open to criticism, provided it is given in the right way", said Annette Nijs.

This is confirmed by Archana, Iliass, Xander and Sjors. They know how direct the feedback has to be, but they don’t think that Dutch businessmen are different from that: “Dutch people are very direct, but sometimes rude”. Xander was the only one who had struggled with this. He had to be more direct than he was used to. He was the only one who confirmed the difference in this study completely.

Paul described the way of giving feedback in China as ‘soft politics’. Not the Dutch, but the Chinese like to prevaricate. The semi local Chinese, for example working in a state owned company, doesn’t like to be criticized and would see it as an insult.

Conclusion

The outcomes of this research are based on interviews compared with the literature, described in the theoretical framework. Hypothesis H1 is true for a semi local Chinese, the main difference we wanted to show in this research project. There are differences in communication at Chinese organizations (or subsidiaries). We still think it is important to include the international Chinese businessmen.

It is remarkable that there is no clear difference. This has to do with different sort of functions. The population is consisted of a mix. While some hold a managerial position , other worked as a freelance, employee or even as a Managing Director. It also has to do with the sector in which the interviewee works. One works in the financial sector like Iliass where, for example, the other works in the creative sector like Xander. Furthermore, the nationality of the boss; if the boss is not Chinese, like Xander’s, he or she can pursue other values despite the company is located in China.

However we chose for hypothesis H1 we still would like to conclude that there is a difference between a International Chinese, who studied abroad and is interested in the international market, and a semi local Chinese who studied in China and see China as the main economy.

It’s interesting to see that the difference between a Dutch expats and a international orientated Chinese is pretty much nothing. They’re as open and flexible as Dutch businessmen and like to have direct feedback. For example, when looking to the literature of Upton-Mclaughlin (2013) we can see that this statement is true for an international orientated Chinese. This literature is false comparing them with the outcome of the interviews when we’re talking about semi local Chinese.

When looking to international orientated Chinese businessmen we can conclude that hypothesis H0 is true.

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Literature

Hofstede, G. (n.d.) The Hofstede Centre United States. Retrieved from http://soyouwanttobeabeautyqueen.com/http://geert-hofstede.com/united-states.html

Hofstede, G. (n.d.) The Hofstede Centre Netherlands. Retrieved from http://soyouwanttobeabeautyqueen.com/http://geert-hofstede.com/netherlands.html

Hofstede, G. (1981). Culture and Organisations. International Studies of Management &Organisation, X(4), 55-41.

Liu, C. Nauta, M. M., Li, C., & Fan, J. (2010). Comparisons of Organizational Constraintsand Their Relations to Strains in China and the United States. Journal of OccupationalHealth Psychology, 15, 452-467.

Vos, A.(2010) Manager 3.0, Made in China. Retrieved from www.mt.nl

Nunez (2007) Interculturele communicatie. Assen. Koninklijke Van Gorcum BV.

Scarlatelli, A. (2012). The obstacles in the Chinese workplace. EChiniescities.com, 2-5.

Upton-Mclaughlin, S. (2013). Surviving in China as an Expat. China Culture Corner, 3.

Semler, J. (2004). Psychological barriers to adjustment of Western business expatriates in China: newcomers vs long stayers. The International Journal of Human Resource Management, 4-5

Verhoeven, N. (2011). Wat is onderzoek?. Den Haag. Boom Lemma Uitgevers BV.

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http://www.mt.nl/

http://soyouwanttobeabeautyqueen.com/http://geert-hofstede.com/netherlands.html

http://soyouwanttobeabeautyqueen.com/http://geert-hofstede.com/united-states.html

Attachments

Interview Archana Trojic

1. What is your function?

Operations Manager at Tangoe.

2. What are your proceedings?

I am currently leading the operation teams in Amsterdam. We’re the Helpdesk in Amsterdam and can answer in 6 languages. I’m responsible for the strategy for the whole European market. For example automation of systems.

3. How long have you been working in China?

6 months.

4. Are you alone or with family?

Alone.

5. How is working with Chinese businessmen? And how is that different from Dutch businessmen?

Dutch businessmen are more spunky than Chinese. The Dutch businessmen think for themselves and more ‘out of the box’. Chinese businessmen are very simple and down to earth. The Chinese businessmen are hard workers, but very insecure.

The people I work with are very low educated, and our company tries to help this people to get better. The character of the people in my company can be different from others in China.

6. What is the relationship between you and your (direct) boss? How is that different from a Dutch (direct) boss?

There is a very high hierarchy and this makes the employees very insecure. It’s not an open door relationship. You simply can’t discuss your problems with your boss. It seems like the employees are scared of their bosses sometimes. This is because dismissal procedure is easy.

7. How do you communicate in your workplace? How is that different from the Netherlands?

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There is less use of telephone contact and a more use of mail contact. This is because of the accent. We have a lot of American clients and they find it hard to communicate with the helpdesk over the phone sometimes.

8. Do you have a different way of giving feedback in China than in the Netherlands?

I try to be more careful, and more direct in the same time. Because the people are insecure, I have pay attention to their feelings. I have to pay attention to the tone, use of words and the volume. I also noticed that people there are not so happy with given feedback if it is not direct.

9. What have you done to adapt to the Chinese business life?

I was born in India and I was raised there a part of my life. I became acquainted with the work culture in Asia so I had an idea about the Chinese culture. I studied the Chinese culture before I came and I analyzed the proceedings, and the way how, in our Chinese subsidiaries. I compared that with our European best practiced and I compared them to make a difference in the Chinese subsidiaries.

10. Do you think that Chinese people also adapt you?

Sometimes I think so, but sometimes I have the feeling that people in China are better than me because I’m an expat. The give you looks on the street and not always nice.

11. Do you have other spells in China than in the Netherlands?

The average work week in China is 50 hours and it can incur to 60 or 70 hours a week. We try to give the employees 20 vacation days, but this will shrink very often to 5 vacation days.

12. Do you work in a team or individually? How is that in the Netherlands?

Only in teams, that’s a big thing in China. We are more individualistic in the Netherlands. You can see that the Chinese invest a lot in teamwork and teambuilding.

13. Is there a buddy system at work? If so, how does that look?

Yes, we do:

- Hands on training, no class room training.

We also have a different system for matching buddy’s. We choose the absolute antithesis of people and match them. This is because they complement each other. We experienced a better work flow by this methodology.

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Interview Iliass Abdellaoui


I’m working in the Financial sector as Auditor at Deloitte.


I control the Financial Statements of organizations.


4 months.


Alone.


Chinese businessmen are very kind and hard workers. I noticed that Chinese businessmen are very motivated and also have high standards for themselves. There interpersonal stress is lower than an average Dutch businessmen. I’m more comfortable around people with less stress.


I didn’t see the direct boss very often at the office. In the world of accountancy, we talk about partners. I noticed in China that the relationship with the partners was more personal. The partners were very helpful and committed.

I noticed in the Netherlands that the partners aren’t that committed. They have very high standards and they expect from you to succeed. They don’t want to get personal.


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I’ve noticed that the clients and partners in my company use a lot of mail contact. I hardly use the phone because I’m always answering emails. This was different from China because the people call you first or arrange a personal meeting. Last option is to mail.

The Chinese are more efficient when comes to deciding. That’s way they don’t like to mail a lot. They are more quick than the Dutch businessmen.


Yes. It also looks as the Chinese like it more when you give feedback. They are not always open for feedback, but when they are they’re truly happy.

The difference between China and the Netherlands is the direct feedback. I’ve noticed that the Netherlands are more rude in there feedback than direct.


I try to adapt the spells, learned about the Chinese culture and when out with some Chinese coworkers. I also got in contact with other Dutch expats on forums.


I didn’t noticed it yet, haha. But I think that they are trying to adapt my norms and values when in the office.


It’s normal in China to work longer and harder. The Dutch businessmen don’t always adapt this mentality and want to go home on time. The contract hours are pretty much the same, only the vacation days in China contains 5 days.


Individually. The Chinese subsidiary follows the European way of working. They want me to do the same proceedings.


No.

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Interview Xander Bruins


Editor at studio Output


I am doing project with big multinational companies like UNICEF. I am busy with developing commercials and branding. I also do the design for some websites.


18 months.


Alone.


It is normal in the Netherlands to call a Dutch businessmen on his mobile phone without even knowing him. You can just say that somebody he knows gave you that number. That is not common in China. You have to had a personal meeting first, like: a dinner, a drink or a partyThere is no difference between work and personal life. Work is everything for a Chinese businessmen.

I try to avoid this working culture and keep my personal life separated from work. I am able to do that because I am working in a creative sector. I am sure that , if you had this interview with an expat from another company in another sector, you would have an other answer.


My boss is an American and I don’t see the difference between him and an average Dutch boss. I have his personal number and I can contact him at any time. However, if I had a Chinese boss, there would more hierarchy.

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There is less use of telephone contact and more email contact. Telephone contact is a more common way of communicating.


Yes. The coworkers in China appreciate direct feedback, like: I want you to do exactly this an it has to be done at exactly that time. In the Netherlands we often like to prevaricate. This is something that I have struggled with.

This is an obvious example of how decisively Chinese businessmen are. They are more quickly in their decisions and I like that because I can be more effective then.


I first came here to study the Chinese language because I admired the Asian culture, and particular the Chinese culture. My plan was to do this for 2 months but I had a job offer very quickly so I decided to stay. My adaption was more spontaneous than prepared. I learned about the Chinese business culture step by step.


I think so, my coworkers adapt my norms and values and I am happy with that. They are ok with the fact that I don’t work more than 9-10 hours a day.


The standard week contains 40 contract hours. However, the average work week in China is 50 hours and it can incur to 60 or 70 hours a week. I have 15 vacation days, but Chinese businessmen have only 5 vacation days. Their workplace is their home.


I work in teams. You can see that the companies, and especially the teams, form a real union. The companies invest a lot in teambuilding. They give workshops, organize city trips, give party’s et cetera. But I don’t think that this is different in the Netherlands. I only think that the Chinese companies do a little more.


No.

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Interview Paul Klein Bog


Retailing Leasing Associate Director at Parkview Green.


I lead a leasing team of 5 persons. I analyze the sales of the brands in our Shopping Mall and compare them with the years before. If a brand(shop) isn’t as profitable, I have to decide if we are going to replace this. I even analyze the market and decide if we need to add a brand to the mall.


3,5 years.


My girlfriend lives in Shanghai


It depends if they did their masters in China or Abroad. The local Chinese speaks no (good) English, they love to do business in Chinese and are only interested in the Chinese Market. The International Chinese is more flexible, open and very good in English.


Depends if you are working in a international company or a typical (state owned) company. In a state owned company you have a strong hierarchy and you do what is told. In a International company you free to do what you think is right and give your opinion.


A lot a mail contact use. The Chinese consider distance rather than close. The use a lot of soft politics.


The local semi Chinese is not direct, they see it as an insult if you are to direct. That’s why Chinese company use soft politics. This part of the Chinese people is not motivated and don’t

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like the work. They are underpaid and don’t want to grow. They like the way they are, and don’t like difference.


I’ve studied the English language in 2008 for one semester and build a good base. My opinion is to be rational, just do what you have to do to adapt the Chinese culture.


Yes, they even like it at my company. But that’s because they are internationally orientated.


The spells are pretty much the same. It is 9 till 5 or 9 till 6. The vacation days are 5 of 6 days in China, but they have a lot of holidays.


Only in teams, but I don’t think that this is different from the Netherlands. To be able to do my work efficiently, I have to work in teams.

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Interview Sjors van den Heuvel


Managing Director weBSolve NANJING (LTD)


General management of the branch in Nanjing, and account management of customers from Asia.


7 months.


Together with my partner.


You could say that Chinese customers want to know you better before they start doing business with you. If this (often more personal) relationship is built once, it’s easier to do business with them. Chinese customers will less likely go to a competitor if the relationship is good. Even when the competitor is a bit cheaper. This is more common in the Netherlands.

In my short time here I also noticed that Chinese businessmen generally a bit faster in their decisions. The Dutch businessmen often go through an extensive process of weighing and comparing. The Chinese businessmen have a more right on the goal mentality. This is probably also underlies the fact that China's economy annually grows 8 times faster than the Dutch economy.


I have no direct boss.


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It’s a combination of of digital (email) and face-to-face communication. It is noteworthy that there is less use of telephone contact. This appears in the Netherlands to be used more quickly. This may be because the Chinese people seem to find it more comfortable to work things out in a personal meeting.


Yes, by giving feedback in China I have to think about the significant cultural differences that exist between the two countries. In China, for example, it’s not common to be as direct in your feedback as sometimes in the Netherlands. It is also important to think carefully about the factor 'loss of face' when giving feedback.


I read a lot about the Chinese culture and followed a number of master classes. I also asked a lot of questions to the Chinese relationships that I have built so far. I also contacted other expats to learn as much as possible in a short time on local customs.


Is difficult to estimate, but is certainly not very noticeable.


It happens that some days are longer, but this is often due the time difference between the Netherlands and China. The things continue in the Netherlands while the work day in China is over.


Both, sometimes individually, sometimes with a team. That is no different from the situation in the Netherlands.


No.

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research final dutch expats in china

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