Intercultural Communication of Indian Cultural Dimensions Through Indonesian Secretary’s Perspective
Yunita Budi Rahayu Silintowe & Annie Susanto Universitas Kristen Satya Wacana Jalan Diponegoro 52-60 Salatiga 50711 Email: [email protected]
Abstract: The purpose of this research is to analyze the business communication between Indonesian secretaries and expatriate leaders from India in multinational companies. It is a descriptive qualitative research, using interview and FGD. The findings of this reserach, according to Trompenaars’ Cultural Dimensions, shows that the Indian expatriate leaders and Indonesian secretaries have differences in two dimensions, Neutral-Emotional and Achievement-Ascription. If those cultural differences are ignored, they may be potential creating interference in the communication process.
Keywords: business communication, intercultural communication, Trompenaars’ cultural dimensions
Abstrak: Tujuan riset ini adalah menganalisis komunikasi bisnis antara sekretaris Indonesia dan atasan dari India dalam perusahaan multinasional. Penelitian ini bersifat deskriptif kualitatif, melalui wawancara dan FGD. Temuan penelitian ini, merujuk pada tujuh dimensi dari Trompenaars, menunjukkan bahwa atasan dari India dan sekretaris dari Indonesia memperlihatkan perbedaan pada dua dimensi, yaitu dimensi Neutral-Emotional dan Achievement-Ascription. Jika perbedaan budaya tersebut diabaikan, maka hal tersebut berpotensi menyebabkan gangguan dalam proses komunikasi.
Kata Kunci: dimensi budaya Trompenaars, komunikasi antarbudaya, komunikasi bisnis
Communication is something inevitable cause for the noise is the differences and inseparable from daily life since between cultural backgrounds among those everyone always needs some information involved in the communication process. from others. A communication process Effective communication is needed starts with a sender having a certain idea more in business than in daily life. Spaho to convey. Then it is transformed into a (2011, p. 390) states that practically, no message which is sent through a certain organization can go on without an effective media. The receiver of the message then communication process. More and more decodes it and later sends feedback to the staff realize that effective communication is sender (Boove & Thill, 2008, p. 10 - 14). a crucial part of their jobs since lots of tasks During such a process, noise or disturbance are based on team works within different is inevitable. The impact is a different functional groups. In doing such tasks, perception of the message. One possible communication in the context of message
127 Jurnal ILMU KOMUNIKASI VOLUME 15, NOMOR 2, Desember 2018: 127-140 exchanges which involve verbal as well as to enable different interpretation and non-verbal aspects is needed (Moll, 2012, expectation on what is considered as p. 5; Martin & Nakayama, 2010, p. 268; competent behavior in creating mutual Gibson, 2000, p. 27-30). understanding. Communication and culture have a In this globalization era, where the reciprocal relationship, just like the two sides scope of human interaction is getting of a coin. Culture is part of the behavior in wider, it is crucial to pay more attention communication, and later communication in comprehending and overcoming also defines, nurtures, develops, and inherits challenges which are arising within the culture. This is in line with Edward T. intercultural communication (Crossman, Hall’s opinion (in Rogers, Hart, & Miike, Bordia, & Mills, 2010, p. 56-59). 2002, p. 9) that culture is communication According to Ablonczy-Mihalyka (2009, and communication is culture. On one side, p. 1), today’s era of global business keeps communication is a kind of mechanism to on growing. Thus, communication among socialize a society’s norms and customs, different nations is also increasing. This either horizontally, from one society to fact strengthens the needs for effective another, or vertically, from one generation intercultural communication. to the next (Lubis, 2002, p. 3). On the other Intercultural business communication side, culture itself is the norms or values is seen as the communication within and which are considered suitable for certain between businesses, involving people groups. from several different cultures, either in Intercultural communication written or oral form (Chaney & Martin, happens when someone is involved in 2007 in Sekkal, 2013, p. 44). This is in a communication process with others line with Varner’s opinion (2000), that from the different cultural background.intercultural business communication is Gibson (2000, p. 9) states that intercultural a unique construct, aiming at involving communication takes place when the business aspect a different variable so sender and the receiver are from differentthat it is different from other intercultural cultures. Shoelhi (2015, p. 2) definescommunication process (in Cacciaguidi- intercultural communication as the Fahy & Cunningham, 2007, p. 135). In exchange of meaning through symbols this context, a business could be either the done by two or more people from differentorganization or its activities. cultural backgrounds. While Dadfar (2001) When there is a wide gap between comprehends intercultural communication two or more cultures involving in a certain as a contextual and reciprocal process business communication process, the containing exchange, interpretation, and ‘noise’ will be bigger, and the potential symbolism. Within such a process, inter- of communication difficulties or problems human differences are relatively significant is also greater (Gibson, 2000, p. 9).
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Business people who actively involved using a “tourist’s point of view.” In other in international business communication words, it should not be done only by often have a communication problem or concerning the “outer part” or the “front side” misunderstanding triggered by different of a certain culture. Instead, it should be done cultural background (Niemeier, Campbell, by comprehending why certain behavior & Dirven, 1998, p. 4). According happens and how cultural priorities occur to Mulyana (2015, p. 4), business within a business context (Varner, 2001 in communication failure in the global era is Bharadwaj, 2013, p. 75). mainly due to difficulties in understanding In his book, “Riding the Waves,” communication ethics. This is caused by Trompenaars (in Balan & Vreja, 2013, p. differences in cultural expectations felt 96) formulates seven cultural dimensions: by the business people involved. On the Universalism-Particularism; Individualism- other hand, if the intercultural business Communitarianism; Neutral-Emotional; communication skill is mastered well, high Specific-Diffuse; Achievement-Ascription; level of innovation, staff identification and Sequential-Synchronism and Internal Control- commitment towards company objectives, External Control. Based on the research done will be reached (Hybels & Weaver II, 2009, by Overgaard (2010) and Lindholm (2013) p. 56-57). on the intercultural communication of Indian, However, learning to master business here are the analysis based on Trompenaars’ communication skill should not be done Cultural Dimensions:
Table 1 Trompenaars’ Cultural Dimensions
Cultural Dimensions Overgaard (2010) Lindholm (2013) Universalism VS India is a fairly particularistic oriented India is considered a strong particularistic Particularism culture. society. Individualism VS India is a communitarian culture. India is considered a moderate to high Communitarianism collectivistic culture with very strong family values. Neutral VS Emotional - People are open about happiness or sadness, problems, and joys, and tend to be surrounded by family or friends. Specific VS Diffuse India is a relatively diffuse culture. India is a highly diffuse culture. Achievement VS Ascription Hindu cultures (including India) are Most Indians value ascription because more ascriptive oriented. of the reliance or influence of the caste system. Sequential VS Synchronism India is a synchronic oriented culture. Indians structure time synchronically and usually do several things at a time, allowing many things to take place simultaneously. Internal Control VS External India is a more outer-directed culture Indians coincide in an externalist society Control than, for instance, USA and Norway and accommodate behavior in the situation.
Source: Overgaard (2010) & Lindholm (2013)
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This research focuses on multinational findings on the application of the cultural companies owned by Indians, whose dimensions, through in-depth interviews managerial levels are also headed by Indian with the secretaries. Interview questions expatriates, but the secretaries are Indonesian. used in FGD and in-depth interviews are According to the ex IBM Indonesia’s CEO, based on Trompenaars’ cultural dimensions. Betti Alisjahbana, most Indian people have The interviews are done through in-depth an international mindset. Whenever they are interviews, with or without using interview given a challenging job abroad, the answer guidance list. During the interview, the is very likely to be a certain “yes.” Actually, interviewee is also asked for opinions and they are still not very sure how to accomplish ideas, with the purpose of openly finding such a challenging task, but surely they are the problems (Sugiyono, 2013, p. 233-234). willing to try hard (Sudarmadi, 2011, p. 1). Both interviews and FGD are recorded Another encouraging factor in choosing this using the digital audio recorder. topic is that there are several companies in In this research, the informants are Central Java with Indian expatriates as the secretaries and Office Managements of managers, but the secretaries are Indonesian. multinational companies in Central Java. We are interested in analyzing the intercultural Secretaries and Office Managements are business communication between Indonesian the company staffs who are often in contact secretaries and Indian expatriate managers in with the expatriates, in this case, those multinational companies. from India. Central Java is chosen as the research location due to the fact that there METHODS are at least six multinational companies led This is a qualitative research, which by Indian expatriates. aims to comprehend the phenomenon The data analysis technique is undergone by the research object such descriptive-qualitative. It is a process of as behavior, perception, motivation, searching and compiling the data taken from and action. Such a phenomenon is then the interviews, field research notes, and any described, within a special and natural other source of materials systematically context, by using various natural methods so that it is easier to comprehend and be (Moloeng, 2006, p. 6). informed to other people (Sugiyono, 2013, Focus Group Discussion (FGD) p. 247-252). The data analysis technique is conducted in order to understand the involves four steps. Firstly, data collection, cultural dimensions of both parties, as which is transcribing the recorded interview well as the intercultural communication into details. Secondly, data reduction, between Indonesian secretaries and Indian including describing the subjects’ identities, expatriate leaders. This step involves several selecting main ideas, focusing on the secretaries from various multinational main concerns, finding certain behavioral companies. The next step is to sharpen the patterns shown by the informants through
130 Yunita Budi Rahayu Silintowe & Annie Susanto. Intercultural Communication of ... the interviews. Thirdly, data display, which All jobs should be done well, and the leader includes groupings and then presenting recognizes certain people who have special the data based on similarities. Fourthly, skills or performance. (Widiya Astuti, conclusion drawing using the data gathered Office Management, FGD, 11 May 2017) from the informants. He is smart… he is so smart… errr... and sometimes I become so ashamed, I should be the one who can overcome the problems, FINDINGS but he acts as my reminder. He is so excellent In doing daily tasks at work, the at handling everything, he also has an extraordinary memory. Sometimes, he can still secretaries do not find any difficulties in remember certain PO from the 2000s. (Linda communicating with the Indian expatriates Suksmawati, Maintenance Manager Secretary, interview, 7 June 2017) since both can speak English. Most Indian expatriates are willing to learn the Indian expatriates place themselves Indonesian language even though at first appropriately when communicating they only speak English. with others. They have different ways of Speaking of communication, since the communicating with the staffs and the expats coming here are required to be able production workers. to speak Indonesian, at the beginning the communication is using English, errr... later He truly likes to know people; person X should on, they are getting more fluent in Indonesian, be given this kind of attitude, person Y should so there’s no problem in communication. be treated like this, towards the production (Linda Suksmawati, Maintenance Manager employees he is more assertive, that’s how to Secretary, interview, 7 June 2017) treat production employees. Thus, he is able to put himself into the appropriate position when The secretaries think that Indian communicating with other parties. (Widiya Astuti, Office Management, FGD, 11 May 2017) expatriates are hard workers and also economical. In doing their tasks, they In reality, without strict instruction, always search for related information to the those production workers tend not to pay bottom line and meticulously pay attention attention. Therefore, the expatriate leaders to small details. Besides, Indian expatriates also expect the secretaries to be strict in are smart and have strong memories. communicating something to production I see him as a smart person, so good in the workers. calculation; he used to be in production so that he is really familiar with the production. Companies in Indonesia owned by He is aware of trivial things; he even realizes Indian tend to have Indian leaders at all it when a spool of thread drops, he is able to catch such things. He knows that one lamp in managerial levels, except Human Resource the receptionist area doesn’t work, he is aware (HR) Manager. A local HR manager usually of it when the people in the receptionist’s do not even know about it. He is able to mingle has a better understanding of local laws with the others but is also smart in controlling related to employment. This is important his environment. (Noviatri Handayani, Vice President Secretary, FGD, 11 May 2017) because most staffs and workers from middle to the low level are Indonesian. When a staff can do his/her job better, Indonesian National Days are one of the leader knows about it and appreciates it. the cultural differences noticed by Indian
131 Jurnal ILMU KOMUNIKASI VOLUME 15, NOMOR 2, Desember 2018: 127-140 expatriates. They know the common big However, they will appreciate a team’s days such as Lebaran, Christmas, or New success as the whole team’s performance. Year. One of their principles is “one team will Well...this is probably because of the succeed because of the members’ support.” differences between Indonesia and India. The leader sees success as the result of the For example the national holidays, such as whole team’s efforts. When there’s a success Kesaktian Pancasila Day yesterday, we have in doing a project by a team, then it’s the whole to explain why we have a holiday ... what team’s success. His principle is that teamwork national holiday is that? Such and such. so can only be successful because of the we have to be able to explain because there is support from other team members. (Noviatri no such celebration in India. There are more Handayani, Vice President Secretary, FGD, 11 holidays in Indonesia than in India, so he May 2017) often asks, what’s the purpose of this holiday? (Linda Suksmawati, Maintenance Manager Secretary, FGD, 7 June 2017) Indian expatriate leaders are very careful in giving their opinions or When a problem arises, Indian expatriate reprimanding the secretaries. So, they do not leaders prefer to find out what is going on directly show their anger to the secretaries. directly. When certain rumors spread, they Instead, they tend to use winged words. will check from the bottom line first. The leader tends to be more cautious in Hmmmm...he often discusses with his revealing something. For example, “You subordinates. When the leader hears some new shouldn’t have shared this kind of information, rumor, he will try to get some information from I didn’t directly correct your email so that the subordinates. For example when there’s a the others will not consider you as doing complaint from a buyer about the linings of something wrong,” However, he also likes certain dresses which is a little bit too big, then to discreetly quip so that he is more implicit he will try to get some information from the in reprimanding. (Widiya Astuti, Office subordinates why such thing happened. By Management, FGD, 11 May 2017) doing so, the vice president is trying to mingle with the subordinates. (Noviatri Handayani, Indian expatriate leaders often ask Vice President Secretary, FGD, 11 May 2017) the secretaries about problems at work, My boss usually gives me some tasks on a daily basis, so I have a kind of agenda book for my especially in their relationship with daily tasks. Well, every time the boss comes, colleagues and subordinates. Indian I’ll sit in front of him, and he will review yesterday’s tasks. Whenever some tasks are expatriate leaders also expect the secretaries not done yet, then they will be reviewed the to help her subordinates or new staff who next day. (Linda Suksmawati, Maintenance Manager Secretary, FGD, 7 June 2017) have difficulties in doing their tasks. He once advised me “Please be patient with Having a close relationship with those the juniors” because he sometimes asks “how about the newcomer?” I answered him, from lower levels, they remain respected yes sir, he is like this, and this, then he said very much by all employees. “Don’t be frustrated and be patient, okay?” I am never asked to be stern or fierce. (Noviatri Indian expatriate leaders prefer to have Handayani, Vice President Secretary, FGD, 11 May 2017) well-performed employees since they are hard workers. When an employee can perform However, in dealing with the better, they will appreciate it. They will notice production workers, the secretaries are those with special skills or performance. supposed to be strict.
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Indian expatriate leaders try to have a Most companies have formal rules good relationship with their staff. They like to regulate the employees. Surely most to know other people and discuss with their managerial leaders also prefer to have subordinates so that they can understand rules. However, Indian expatriate leaders the characters of their employees. In this are usually more flexible towards the case, they do not care about differences in existing regulations especially if the social status. Indian expatriate leaders try employee explains the reasons directly to not to create a gap with lower level workers. the manager. Some of them even share their problems in As for the SOP, for sure he prefers the written ones so that everyone can read it. For example, looking for a school for their kids or the when there’s a new employee, then he/she can difficulties they face because of their kid’s read it. When an employee needs to have a day off or go home earlier, he/she’d better inform sickness. it directly to the leader. By knowing the reason That’s right, whenever my boss enters the directly from that employee, he usually will room he always greets us one by one. Once he give his permission. (Widiya Astuti, Office walks into the room, he will say good morning Management, FGD, 11 May 2017) to everyone in here. (Linda Suksmawati, Maintenance Manager Secretary, FGD, 7 June However, those Indian expatriate 2017) leaders are very discipline for every aspect At work, the leader sees the job as an important thing. However, he considers it necessary of production. to have harmony among and between one However, for example, the production colleague and the others. (Noviatri Handayani, workers, they have to pay attention to the Vice President Secretary, FGD, 11 May 2017) existing rules. Such as, production workers are not allowed to bring some food to the In delegating jobs, Indian expatriate production area, well then… the leader won’t listen to any excuses, if you break the rule leaders tend to give them all at once. The then you must get the consequences. (Linda secretaries are supposed to decide which Suksmawati, Maintenance Manager Secretary, FGD, 7 June 2017) task should be the top priority, usually the ones with urgent deadlines. Sometimes the In making decisions, Indian expatriate secretaries should adjust her priority to the leaders do not refer to the traditions in managers. their home country. They follow current The leader often delegates several tasks at the development in technology, such as using same time, or anytime he remembers about it. When suddenly he remembers about a certain video conference, Skype, and IMO in task, he will directly assign it to me. The leader communicating with other parties. They are also doesn’t directly inform the priority or which also willing to get some feedbacks related tasks should be done first. (Noviatri Handayani, Vice President Secretary, FGD, 11 May 2017) to the newest development. So, updating Whenever he assigns some tasks, then all of production machines or upgrading the them, a bunch of them, are given to me today, such as over-time report, over-haul report, old computers are usually agreed. As for maintenance cost, saving, etc... then I will write companies in the textile industry, they try them all in my notes every day, and tomorrow he will ask me for the tasks he gave me yesterday. to visit related exhibitions actively. (Linda Suksmawati, Maintenance Manager Yes, he refers to the existing current technology, Secretary, FGD, 7 June 2017) such as the ones related to maintenance
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aspects that he knows very well, but when Cultural Dimensions. Trompenaars and there are newer developments in machinery, he is willing to follow it, he’s not rigid. (Linda Hampden-Turner have formulated seven Suksmawati, Maintenance Manager Secretary, dimensions of culture (Liliweri, 2016, p. FGD, 7 June 2017) 163) which became the basis for us to do The leader has been following the developments in technology, by using video the analysis. conference, Skype, IMO. The leader is Indian Trompenaars’ Cultural Dimensions willing to get some feedbacks related to the current development. (Noviatri Handayani, Here is the discussion on Indian Vice President Secretary, FGD, 11 May 2017) Trompenaars’ Cultural Dimensions based on the previous researches: DISCUSSION 1. Particularism Intercultural communication is According to Overgaard (2010, p. 17) inevitable for secretaries working in “India is a fairly particularistic oriented multicultural companies. Such companies culture,” and Lindholm (2013, p. 23) have employees and staffs from various stated more or less the same thing, ”India cultural backgrounds. Intercultural is considered as a strong particularistic communication processes involve society.” When communicating with a perception, interpretation, and evaluation culture that is relationship oriented, it is of someone’s behavior. All of those three important to remember the importance of aspects depend on a particular person’s trust in a business situation (Overgaard, cultural background. Later on, it will also 2010, p. 18). This type of culture is found in impact on the organization that they have less developed societies, where people tend been in charge of (Silintowe & Pramudita, to give a lot of value to emotional aspects 2016, p. 157). and sometimes may look at each other for This research is focusing on intercultural decision making (Lindholm, 2013, p. 25). communication in business, which occurs They like to make a decision based on how between Indonesian secretaries and Indian the situation is, as they feel each situation may expatriate leaders. Indian expatriates are require a different perspective. Indonesian known for having an international mindset secretaries also found such a situation, in and are very tough at work (Sudarmadi, which their Indian expatriate leaders are 2011). It is also important to remember that quite flexible with the existing rules. For certain values and attitudes enable Indians example, when a certain employee needs to who live in extreme poverty to understand go home earlier or take a leave for certain and accept their lot in life, even if it is not reasons, they may explain their reasons, and easy to bear (RLN East Midlands, 2004). then they are given the permission. In this We are focusing on intercultural case, the Indian expatriate leaders are trying communication done by Indian expatriates to create a good relationship with their from the secretaries’ point of view. The employees, while trying to balance it with analysis is done through Trompenaars’ the existing rules.
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2. Communitarianism 4. Diffusion India is a communitarian country (Balan India has a relatively diffuse culture & Vreja, 2013, p. 99). This emphasizes (Balan & Vreja, 2013, p. 100). When doing the fact that India is a consensus-oriented business in India, it is important to build a culture that gives priority to cooperation good relationship with the Indians. Take time even though they are not capable of to get to know them and become friends with keeping the agreements made (Overgaard, them when negotiating something; private 2010, p. 21); strong obedience towards life and work are inseparable (Overgaard, the seniors, trusting each other during a 2010, p. 23). Business relationships require negotiation, and slow decision making an element of trust which places friendships since it has to be done by the highest on a greater level than a business contract level of leaders (Lindholm, 2013, p. 26). (Lindholm, 2013, p. 27). This research As seen by Indonesian secretaries, Indian unveils that Indian expatriates leaders like expatriate leaders appreciate their staff who to discuss and mingle with their employees, have good performance. However, those even if they are of much lower level in the leaders still acknowledge the success of the organization. Without any hesitation, Indian whole team’s success. One of them has the expatriate leaders greet their employees principle that “teamwork will be successful every morning. On the other hands, they with the support of its members.” This is also openly talk about their kids who are in accordance with the study of Boopathi sick or about to enter an international (2014) which reveals that a team’s interest is school. In other words, those leaders are being focused more than each individual’s trying to build a friendly relationship with and this can be seen both in family life and their subordinates at work. organizational relationship. 5. Achievement 3. Neutral Hindu cultures (including that of People are open about happiness or India) tend to value ascription because of sadness, problems, and joys, and tend to the reliance or influence of the caste system. be surrounded by family or friends. They Professional titles, age, degrees, and caste are warm and personal (Lindholm, 2013, p. level are indicators of status. Friendship 28). Through this research, it is known that and kinship are more important than Indian expatriate leaders are very cautious in expertise. If someone is from a higher caste expressing their opinion or in reprimanding or has a better job title, he should be treated the secretaries. However, in certain cases differently than one from a lower caste with especially in relation to production staff, another job title (Overgaard, 2010, p. 28; they expect the secretaries to be stricter. So, Lindholm, 2013, p. 29). This dimension is behavior, etiquette, and approach may need different from what Indonesian secretaries’ to be modified depending on whom you are experience. Indian expatriate leaders working with (Shira, 2010, p. 6). pay great attention to their employees’
135 Jurnal ILMU KOMUNIKASI VOLUME 15, NOMOR 2, Desember 2018: 127-140 achievements, regardless of their gender, Indian expatriate leaders put forward the age, connection, or inherited status. It is harmony with their environment; in this very likely that those Indian expatriate case among colleagues. As leaders, they leaders ignore caste levels because they are try to dig for further information when now outside their home country. They even problems happen at work. They also expect try to build a harmonious relationship with their secretaries to help new staff when he/ all employees regardless of their social she has problems in adapting to their new status. This is in line with the research job. Thus, there have been big efforts to done by Bharadwaj (2013, p. 83) that adapt to their external condition and work transactional culture support people to step in harmony with their environment in order out of their culture and try to understand to reach the goal. There has been greater others’ culture to be able to communicate attention on the good relationship among in business. It creates the corporate culture each other than merely completing the that is different from any national culture. tasks at work (Boopathi, 2014). 6. Synchronism Indonesian Trompenaars’ Cultural Dimension Indians structure time synchronically This part analyses the culture of and usually do several things at a time, Indonesian people since the object of allowing many things to take place this research is Indonesian multinational simultaneously (Overgaard, 2010, p. 32). companies. Doiteau (2013) explains that Time commitments are desirable rather based on Trompenaars’ Cultural Dimension, than absolute. Plans are easily changed, Indonesian people have the culture of they value the satisfactory completion particularism, communitarianism, emotional, of interaction with others. Promptness diffusion, ascription, synchronism, and and punctuality depend on the type of external control in the business. However, relationship (Lindholm, 2013, p. 29). This another literature review shows that is also done by Indian expatriate leaders Indonesian people have a neutral culture, who tend to give a huge amount of tasks, especially those of Javanese ethnic. Based and it is the secretaries’ job to sort them out on the literature review, it can be concluded and set priorities based on deadlines. that Indonesian people have the following 7. External Control Trompenaars’ Cultural Dimension: India is more outer-directed culture 1. Particularism than, for instance, USA and Norway In “Cambridge Handbook of Culture, (Overgaard, 2010, p. 29). They seem to be Organizations, and Work”, Nardon and afraid of offending those who work with Steers (2009, p. 31) state that Indonesian them under the same company. Indians people have the culture of particularism. coincide in an externalist society and Indonesian people tend to rely on certain accommodate behavior with the situation people’s influence instead of objective and (Lindholm, 2013, p. 30). In this dimension, abstract rules and regulations, as the social
136 Yunita Budi Rahayu Silintowe & Annie Susanto. Intercultural Communication of ... control. This does not mean that they do not 5. Ascription respect laws and official procedures, but those In business, Indonesian people appreciate are only followed if they are strictly applied. and respect ascribed status (Nardon & Thus, business rules in Indonesia are applied Steers, 2009, p. 31). For example, employee while considering certain situations. recruitment process may include closeness, 2. Communitarianism relative and whole big family status in the Togetherness is very crucial for society, as the considerations. Indonesian people so that they tend to care 6. Synchronism about other people’s feelings and wellness. Indonesian people have a synchronic Most ethnic groups in Indonesia have strong culture, where they tend to do more than groups of relatives based on patrilineal or one task at a time, the appointment is only bilateral system (Mangundjaya, 2013, p. approximate, and interruption on a certain 62). It is important for Indonesian people to schedule is considered normal. Stopping be a part of a certain community. the activities at work to welcome visitors 3. Neutral-Emotional coming to their office is something normal Javanese try to avoid open conflicts or for Indonesian people (Parhani, 2016, p. 20). have enemies (Mangundjaya, 2013, p. 62). 7. External Control That is why Javanese people do not express Most Indonesian employees expect their their emotion openly. However according to leaders not only as their manager but also Doiteau (2013) certain Indonesian people, protector, mentor, “father,” and should also for example, Batak ethnic, can convey their be responsible for them and their whole big opinion openly without any courtesy or family as well. For example, reducing the “polite words.” employees’ working hours during Ramadhan 4. Diffusion month (so that they can have extra time to Family life and work life are often prepare the food for iftar) is considered as inseparable. The relationship among wasting time and less productive. However, employees is just like that of a family. most leaders prefer to emphasize their There is the feeling of obligation to attend moral obligation rather than pursuing their ritual and traditional ceremonies, such as role as a manager. On the other hands, the marriage, 7-month pregnancy, and the most employees will later return their gratitude by important one is burial ceremony, even showing obedience, respect, and recognition though it is held on workdays and during (Irawanto, 2009, p. 46). working hours. Such a fact may cause a Based on the discussion above, dilemma because Indonesian people prefer similarities, as well as differences of communal activities and family networking cultural dimensions in the context of is very important for their emotional well- intercultural communication, are depicted being (Irawanto, 2009, p. 44). in the following Table2.
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Table 2 Similarities and Differences in Indian and Indonesian Cultural Dimensions
Trompenaars’ Cultural Dimension Indian Indonesian Universalism VS Particularism Particularism Particularism Individualism VS Communitarianism Communitarianism Communitarianism Neutral VS Emotional Neutral Neutral – Emotional Specific VS Diffuse Diffusion Diffusion Achievement VS Ascription Achievement Ascription Sequential VS Synchronism Synchronism Synchronism Internal Control VS External Control External Control External Control Source: primary data
The above table shows that India and influence of certain sub-cultures. Certain Indonesia have intercultural communication sub-cultures in Indonesia are more neutral, dimensions which are similar to each other. while some others are quite expressive in However, it does not necessarily mean showing their emotions. that the two cultures have no differences Another difference is the “achievement” at all. Furthermore, the slightest differencedimension for Indian and “ascription” for may lead to interference and problems if Indonesian. Originally, India has culture that both parties do not make a great effort in values ascription, which is closely related to understanding each other. the caste system in there. However, when Indian expatriate leaders are stepping out of CONCLUSION their home country, they are willing to step out The research result and analysis lead to the of their original scope of culture in order to do conclusion that Indian has the communication some business. Thus, the company culture will type of particularism, communitarianism, be more prominent than the Indian’s native diffusion, neutral, achievement, synchronism,culture. Such a practice is called transactional and outer-directed, based on Trompenaars’ culture (Bharadwaj, 2013). cultural dimensions. While the Indonesian Both parties engaged in business has the communication type of particularism, communication in this research, either as the communitarianism, diffusion, neutral- hosts or the expatriates, are geographically emotional, ascription, synchronism, and located in the same region called South Asia. outer-directed. Even though both are from a similar cultural The cultural difference is “neutral”cluster, they are expected to pay great attention dimension for Indian and “neutral and to any cultural differences. The slightest affective” for Indonesian. Indian expatriatecultural differences may have the potential to leaders tend to be cautious in expressing create a noise or communication interference their emotion while conveying their and later may reduce communication opinions on something or reprimanding effectivity for both parties. It is suggested someone. Indonesian secretaries have the for both parties to do the transactional culture of neutral and emotional, as the culture practice (Bharadwaj, 2013) that is the
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