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How do cultural differences between Dutch and German leadership styles influence meeting dynamics in Dutch subsidiaries of German parent companies?
Beke, Dané ter (2025) How do cultural differences between Dutch and German leadership styles influence meeting dynamics in Dutch subsidiaries of German parent companies?
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| Abstract: | This study explores how cultural differences between Dutch and German leadership styles influence meeting dynamics within Dutch subsidiaries of German parent companies. Globalization leads to more cross-cultural business environments, understanding these dynamics becomes essential for effective international collaboration. Existing studies provide a solid foundation for understanding the cultural dynamics between Dutch and German professionals, but the specific context of meetings, and how leadership styles play out during these structured interactions, remains underexplored. Drawing on both etic and emic perspectives, this qualitative study examines how national culture and organizational behavior come together, based on five in-depth interviews with Dutch professionals working at a Dutch company with a German parent company. The study uses the Critical Incident Technique to reveal cultural standards that shape interactions in meetings. Findings reveal that German leadership is generally perceived as more formal, hierarchical, and directive, resulting in structured, punctual, and goal-oriented meetings. Dutch leadership, in contrast, emphasizes egalitarianism, openness, and participative decision-making, fostering informal and flexible meeting cultures. These cultural contrasts manifest in differing expectations regarding communication, decision-making, meeting discipline, and feedback during meetings. Notable challenges include misunderstandings over hierarchy, discomfort with directness or criticism, and differing levels of openness to input, especially from junior staff. However, the study also highlights how mutual adaptation, especially over time and across generations, can soften cultural friction during meetings. The study contributes to academic literature by filling a gap in research on cultural leadership style differences specifically in meeting contexts between Dutch and German professionals. Practically, it offers actionable insights for multinational organizations to enhance communication, inclusivity, and efficiency during meetings by promoting cultural awareness and hybrid leadership practices. |
| Item Type: | Essay (Bachelor) |
| Clients: | Sika Nederland B.V., Deventer, Netherlands |
| Faculty: | BMS: Behavioural, Management and Social Sciences |
| Subject: | 05 communication studies |
| Programme: | International Business Administration BSc (50952) |
| Awards: | - |
| Link to this item: | https://purl.utwente.nl/essays/106874 |
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