How business culture works in Taiwan: a guide for Italian executives

How decisions are really made

Taiwanese business decisions involve stages. A meeting is part of information-gathering and consultation, not necessarily the moment a decision is made. The most senior person present may say little; they are listening to what their team thinks before forming a view. An Italian executive used to steering from the front may read this silence as indecision or lack of engagement.

In Taiwanese business, consensus matters and people who will implement the decision need to have been heard. Senior authority is about listening first and deciding later, not about having all the answers in the room. This is not weakness; it is how stability and buy-in are built.

Plan for multiple rounds. A meeting that ends with a decision is not failure in Taiwan; it is unusual. The pattern is: first meeting to present and listen, a period for the team to consult internally, then follow-up to confirm direction. Frame that as normal rather than as objection or delay.

Agreeable and agreement are not the same

A Taiwanese colleague who says yes and seems to agree may be indicating that they understand and are considering the proposal, not that they are committed. The politeness that makes space for you in conversation also avoids a direct no in real time. The distinction is subtle and has teeth in business.

Test understanding in writing. A follow-up message that says 'confirming we agreed to X' can trip you if what was actually said was 'I will consider this and get back to you.' After a meeting, send a note that sets out what you understood to happen and by when, and ask them to confirm or correct it. They will correct anything they do not intend to do.

Silence or a slow response after you have asked for a decision is a signal to follow up with substance, not urgency. Taiwanese business does not read pressure tactics well. A message that says 'I wanted to follow up on the points we discussed; here is some additional information that may help' moves the conversation forward better than 'Are you ready to decide?'

Meals and relationship building

In Italian business, a meal often marks a senior relationship or comes after a deal is done. In Taiwanese business, eating together often comes before the formal discussion and serves the relationship-building that enables trust for the deal. Accepting an invitation to a meal signals respect for the partnership.

Taiwanese meals follow conventions around seating and the host's role. The host often sits in a particular position, usually one end of the table, and fills glasses as they empty. Looking to where you are placed, watching who initiates toasts, and joining in when the host tries a dish are all ways of participating in the practice. Declining food repeatedly or leaving early signals lack of interest in the relationship.

A working meal is still a meal. Conversation often ranges beyond business, and that time is when the relationship forms. Coming to a meal with an agenda and trying to steer to business topics is a misread of how Taiwanese relationship-building works. The business talks better once the meal is done.

Names, cards and introduction order

Business cards are exchanged at the start of a meeting. Offer and receive with both hands and a slight inclination of the head. Look at the card you receive for a moment rather than pocketing it immediately. Place it on the table in front of you during the meeting. This is respect for the person and their company. Setting a received card aside or writing on it signals indifference.

Many Taiwanese business people use an English given name for ease of international reference. The family name comes first in Chinese name order; Western name order may appear on business cards for clarity with international contacts. If uncertain how to address someone, asking is straightforward and removes awkwardness: 'How would you like me to call you?' This question is always welcome.

Seniority is marked in introductions and in seating arrangements. If there is a head of the table or a side of honour at a meal, the most senior people sit there. Introduction order often runs from most senior on each side. Using a formal family name until invited to do otherwise is safer than premature informality. Age and tenure are respected in Taiwanese business culture more than in some European settings.

Negotiation, directness and the private channel

Italian business culture is comfortable with frank discussion in meetings. Putting a problem on the table and working through it in real time is seen as efficient and collaborative. Taiwanese business culture often prefers to discuss sensitive concerns outside the full meeting. Raising a point in front of many people can be read as pressure or as putting someone on the spot, which carries risk to their standing with colleagues.

If a meeting ends without a problem being named but you sense concern, raise it in a follow-up conversation with one or two key people rather than in an email to the whole group. Give your counterpart a way to raise concern without loss of face. The solution to a Taiwanese partner's hesitation is not pressure in the meeting but a private channel where they can speak openly.

Interruption and overlapping speech is normal in Italian conversation and signals engagement. In Taiwanese conversation it can read as interruption or rudeness. If you find yourself naturally speaking over others or jumping in frequently, pause and give space. Neither side is being rude; it is cultural difference. Slowing your conversational pace helps.

Gifts, punctuality and English

Small gifts are appreciated and offer a gesture of respect. If a gift comes from your company, branding should be subtle. Avoid clocks, which carry associations with funeral customs in some Taiwanese contexts, sharp objects such as knives, and white or black wrapping, which carry associations with mourning. A quality item from Italy or from your sector, if it relates to your business, is often a safe choice. When in doubt, asking a local contact what is customary in your industry removes guesswork.

Meetings start on time. Arriving late is less acceptable in Taiwanese business culture than in some European settings. If you cannot be present on time, notify the host as soon as you know. Time and reliability are signals of respect for the counterparty's schedule.

English proficiency varies widely by role, generation and sector. Do not assume fluency from appearance or title. Before a meeting, asking 'Will English be comfortable, or should I arrange an interpreter?' is direct and respectful. If English is the shared language, providing written agendas and key points in advance helps anyone processing in a non-native language. Speaking clearly and checking understanding is more useful than speaking louder or more slowly.

Negotiation and problem-solving across cultures

When you are negotiating terms or working through a problem, Italian business tradition is to find the edge of what each side needs and trade from there. That approach works in Italian business. In Taiwanese business, the goal of a negotiation is to reach an outcome that both sides can live with, and rushing the discovery of what that might be can cost you a deal that could have worked.

If your counterpart does not immediately counter an offer or propose an alternative, this is not necessarily acceptance. They may be consulting colleagues or thinking through whether the proposal is workable for them. Pressure to close during a single discussion, or reading silence as a yes, will cost you. The approach that works is to propose, listen to concerns, then propose again after giving them time to think.

Do not conflate directness with honesty. You can be direct and honest while still being respectful of hierarchy and group harmony. If there is a real problem with a proposal, your counterpart will likely find a way to tell you once they have consulted their own team. Creating that private channel makes it possible for them to be honest without risk.

Family businesses and shared context

A significant share of business in Taiwan is family-owned or family-managed, much like Italy. If your company is family-owned, that is a point of genuine connection. The challenges of succession within a family, balancing family dynamics with business logic, and bringing in non-family management are common ground across both cultures.

Naming that shared context, if it applies to your situation, builds rapport. A Taiwanese family business owner who hears that your company is also family-managed will often respond with more openness. Conversely, if you represent a large multinational corporation with centralised decision-making, be honest about that constraint. Family business owners often prize autonomy and may chafe under too much remote control.