To help, I have built on the work of many in my field to develop a tool called the Culture Map. It is made up of eight scales representing the management behaviours where cultural gaps are most common. By comparing the position of one nationality relative to another on each scale, the user can decode how culture influences day-to-day collaboration.
I have studied the effects of cultural differences on business success for the last 16 years. Although there’s been a great deal of research and writing on the subject, much of it fails to present a sufficiently nuanced picture that can be of real use to managers working internationally or with foreign colleagues. Although this article talks about working across cultures, the framework is one of human behaviour that can also be applied at a mono-cultural team level. Working across different cultures is too complex to be measured meaningfully along just one or two dimensions.