BRIDGING THE CULTURAL DIVIDE: A COMPARATIVE ANALYSIS OF HUNGARIAN AND SOUTH KOREAN BUSINESS CULTURES
BRIDGING THE CULTURAL DIVIDE: A COMPARATIVE ANALYSIS OF HUNGARIAN AND SOUTH KOREAN BUSINESS CULTURES
Tünde CSAPÓNÉ RISKÓ, Troy B. WIWCZAROSKI
1 Associate professor (Institute of World Economy and International Relations, Faculty of Economics and Business, University of Debrecen) Debrecen, Hungary
2 Associate professor (Institute of World Economy and International Relations, Faculty of Economics and Business, University of Debrecen) Debrecen, Hungary
risko.tunde@econ.unideb.hu
troy.wiwczaroski@econ.unideb.hu
Abstract: In recent years, South Korea has emerged as one of Hungary’s preeminent capital investors, driven by the strategic framework of the “Eastern Opening” policy and robust bilateral trade agreements. While macroeconomic data indicates a rapidly growing investment partnership, foreign enterprises frequently encounter significant operational difficulties due to cultural expectations, practices, and behavioural norms at every stage of business engagement. The primary objective of this study is to analyse the cultural similarities and disparities between both countries. By examining these nuances, the paper aims to facilitate efficient and effective collaboration among business professionals from both nations. Based on a comprehensive review of academic literature, both cultures are analysed and compared through established value dimensions. The theoretical framework integrates Hall’s concepts of context, time, and proxemics; Trompenaars and Hampden-Turner’s seven-dimension model; and Lewis’s LMR (linear-active, multi-active, reactive) typology. The findings reveal that while both nations exhibit high-context communication characteristics, South Korea operates within a rigid hierarchical, face-saving protocol heavily influenced by Confucian values. Hungary demonstrates a hybrid nature, blending relationship-driven polychronic flexibility with universalist and achievement-oriented standards in modern business contexts. According to the Lewis model, Hungary is positioned between the linear-active and multi-active poles, whereas South Korea aligns closely with the reactive pole. To translate massive Foreign Direct Investment (FDI) inflows into long-term success, Hungarian business actors must develop specific cultural intelligence. Success in bilateral cooperation relies heavily on mastering indirect communication, respecting strict age-and-rank corporate hierarchies, and investing substantial time in relationship-oriented pre-negotiations.
Keywords: Hungary; South Korea; cultural dimensions; international business.
JEL Classification: F23; M12; M16.
