How power distance affect motivation in cross-cultural environment: Findings from Chinese companies in Europe

Shuo Wang; Pasi Fränti; Shuo Wang; Pasi Fränti

doi:10.3934/steme.2022008

STEM Education

2022, Volume 2, Issue 2: 96-120. doi: 10.3934/steme.2022008

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Research article

How power distance affect motivation in cross-cultural environment: Findings from Chinese companies in Europe

Shuo Wang ^{1
,},
Pasi Fränti ^{2
,
,}

1.
Department of Social Sciences, University of Eastern Finland, Joensuu, Finland; shuowangpsy@gmail.com
2.
School of Computing, University of Eastern Finland, Joensuu, Finland; franti@cs.ue.fi

Academic Editor: William Guo

Received: 01 March 2022 Accepted: 01 May 2022 Published: 16 June 2022

Motivation is a key factor for success in education and modern working life. Cross-cultural environment is a challenge to it and, if not taken into account, it can impair learning outcome and lead to high turnover rates in companies. We performed an ethnographic study in two Chinese companies expanded to Europe and observed what problems the organizations faced. Our finding is that main problems originate from cultural differences between Chinese and Western organizations, and that they are mostly explained by the different power distance in the two cultures. The host company has a steep hierarchy of the organization, and it did not delegate the decision making to the locals. This led to frustration, loss of motivation, and high turnover rate.
- cross-culture organization,
- power distance,
- Hofstede dimensions,
- motivation
Citation: Shuo Wang, Pasi Fränti. How power distance affect motivation in cross-cultural environment: Findings from Chinese companies in Europe[J]. STEM Education, 2022, 2(2): 96-120. doi: 10.3934/steme.2022008

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Abstract

Motivation is a key factor for success in education and modern working life. Cross-cultural environment is a challenge to it and, if not taken into account, it can impair learning outcome and lead to high turnover rates in companies. We performed an ethnographic study in two Chinese companies expanded to Europe and observed what problems the organizations faced. Our finding is that main problems originate from cultural differences between Chinese and Western organizations, and that they are mostly explained by the different power distance in the two cultures. The host company has a steep hierarchy of the organization, and it did not delegate the decision making to the locals. This led to frustration, loss of motivation, and high turnover rate.

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