The Paradox of Divergent Isomorphism: Intercultural Frictions within De’ Longhi Group A Gioia Methodology Study of Italian-Chinese Team Dynamics

The internationalization of family businesses into culturally distant markets, such as China, presents unique challenges where the specific governance of the family firm intersects with the complex dynamics of the host country. The present study explores the cross-cultural frictions influencing collaboration between Italian and Chinese teams within De' Longhi Group, a leading global player in the small domestic appliances sector. Originally an Italian family business, De' Longhi has gradually expanded its operations on a global scale by acquiring several brands, transforming into the listed multinational De' Longhi Group, which has a significant presence in China, making it a particularly relevant case study for this analysis. The research adopts a qualitative approach based on the Gioia Methodology, analyzing 12 semi-structured interviews conducted with participants specifically selected for their direct experience in Italy-China collaboration, ranging from directors to operatives and including both expatriates to local employees. This variety of backgrounds ensures a multi-level and two-way perspective on intercultural dynamics. The interviews investigate critical dimensions impacting daily operations, including communication styles, the interpretation of hierarchy and the mechanisms of trustbuilding. Drawing upon existing literature concerning cross-cultural management and family businesses that have expanded their operations abroad, the research provides empirical evidence on how cultural differences between Italy and China emerge in everyday working practices, leading to the creation of barriers. In particular, the analysis sheds light on the dissonance regarding hierarchical expectations and operational flexibility. It demonstrates how the implicit governance model of the family firm creates a paradox where intended empowerment is perceived as structural ambiguity and respectful adherence to hierarchy is misconstrued as lack of initiative. The final objective is to offer De' Longhi Group concrete tools to transform cultural diversity from a potential obstacle into a strategic resource, in order to improve the effectiveness of cross-cultural collaboration.