Tripartite Localization of Korean Expatriate Team

By Don Southerton

Part 1 Introduction

Business norms, practices, and decision-making processes vary across cultures. With global business, localization is required to be effective.

Expatiate management and teams need to not only be aware of local business practices but more importantly to internalize the “how” and “why” to adapt accordingly to the new assignment.

This localization includes Tripartite Socialization--the local culture, the host nation’s business culture, and the local corporate culture.

[Regarding localization, we also should include a fourth localization--the local car or tech industry.] I have extensive experience in all the above…

Communication is unique within each culture. In business, communications can cement a relationship or can function as a barrier. Effective cross-cultural communication can lessen misunderstandings, reduce tensions, and improve business productivity. This is crucial with globalization and the expanding marketplace between different cultures such as Korea, Europe, the Middle East, and the United States.

Differences do exist. However, our openness to new information and an awareness of more than one cultural perception can make a huge impact on our ability to communicate better. Moreover, there are similarities and differences, which are called cultural variables. Several cultural variables such as individualism-collectivism; masculinity-femininity; uncertainty (risk) avoidance; power distance, and high and low content communications exist between Koreans and Westerners.

Generally speaking, the greater our cultural knowledge the less likely misunderstanding and stereotyping will occur. Understanding the nuances of these cultural dimensions can dramatically improve communication.

Part 2 Adjustment

Often overlooked is an expat’s well-being in adjusting to the new job and relocation. Labeled as Culture Shock, a cross-cultural acclamation needs to occur when an individual is assigned to a different geographic location. This adaptation varies with distance from the home county, scope and responsibilities of the new job, local social support, and duration of assignment. Also, whether the assignment was voluntary and deemed career-enhancing can significantly impact the adjustment period.

Other Culture Shock factors can include whether it is a first-time assignment, family situations, or the potentially damaging consequences of poor performance in the foreign service. Studies show there are several stages of Culture Shock. They are:

The Honeymoon—a period of positive attitude, excitement, and high expectation.

The Adjustment—a time when cultural differences result in challenges at work, at home, and in day-to-day life. Irritation, unhappiness, and hostility are indicators.

Recovery and Biculturalism—the phase when the expatriate is able to predict patterns of behavior at work and in day-to-day life, communicate successfully, and grow to accept and appreciate the local culture and norms.

We suggest a proactive approach that includes:

1. Equal emphasis on job and culture. For expatriates, this includes understanding Tripartite Socialization--the local culture, the host nation’s business culture, and the company’s corporate culture.

2. Look for and maximize the similarities in value beliefs between host and home counties.

3. Identify important features of beliefs, values, expectations, and traditions of the host culture.

As noted, I have extensive experience working with expat teams, and have a program ready for implementation.