This essay outlines the problems in the cross-cultural communication between SKB International and the Korean market. After interviews with the vice president of SKB International and their representative in Korea I compare their strategy to cross-cultural communication theories and Korean business culture facts to see how their communication to Korea could be improved.
In the results I state that the problem with getting a continuous dialogue is created by the big cultural difference between Sweden and Korea. If these differences can be tackled SKB International will be able to sell their public acceptance package to Korea to enable the project of a final repository.
The biggest problems seem to be the difference of time horizons, way of building relations, hierarchy vs. flat organization and the Korean group dynamics in clash with Swedish individualism. As conclusion I state that the isolation of Korea has created a unique culture that needs special attention for successful cross-cultural communication.
This calls for SKB International to develop a strategy for understanding Korean culture within the whole organization. The image of Korean culture needs to be continuously discussed through meetings or an intranet forum to get a correct image of how to communicate with Koreans.
Also I find that SKB International need more staff to take care of all the Korean delegations that come on spontaneous visits. The best gateway into the Korean hierarchies was found to be through inter-governmental communication.
Source: Uppsala University
Author: Berggren, Michael