Enhancing U.S.–Vietnam Business Collaboration through Intercultural Competence

Abstract

Despite increasing globalization, many international business ventures still falter due to cultural misunderstandings. This study investigates the role of intercultural competence in international partnerships, focusing on U.S. and Vietnam collaborations. Drawing from Hofstede's and Hall's cultural frameworks, a mixed-methods research was conducted involving surveys and interviews with 40 Vietnamese and American business leaders. The results demonstrate that key cultural divergences (such as communication style, perception of time, and views on hierarchy) often lead to friction and failed collaborations. However, targeted cross-cultural training was found to significantly improve mutual understanding, trust, and success rates. The study proposes an analytical model for integrating intercultural competence training into business practice and concludes with actionable policy recommendations.