Face-to-face encounters between foreign and Indonesian business people present many unique situations. In meetings between senior Indonesian executives and their foreign counterparts, both sides must navigate a common language, understand different negotiation styles and even read the body language of the other party. However, one of the most frustrating aspects of Indonesian business meetings may not be the different ways that senior executives express themselves, but rather the difficulty a foreign professional often encounters simply in getting to see them.
We have discussed the concept of jam karet, rubber time. For readers arriving at this article directly, jam karet — literally “rubber time” — refers to the flexible, elastic attitude toward punctuality that is deeply embedded in Indonesian social and professional culture. Time is understood as fluid rather than fixed, and rigid adherence to the clock is not generally considered a virtue in the way it might be in northern European or North American business environments.
This cultural norm has influenced business practices in Indonesia for generations and continues to play a large role in getting meetings started on time. The realisation that, as a foreigner, you are expected to arrive punctually while your Indonesian host can normally be expected a few minutes late is not that hard to accept. The foreign professional is a guest in Indonesia and, as a guest, has a responsibility to honour the host. One of the ways to show respect here is simply to forgive the late arrival of the other party.
It is also worth noting that in modern Indonesian business settings — particularly in Jakarta’s multinational and technology sectors — attitudes toward punctuality have shifted somewhat, especially among younger professionals and in companies with strong international cultures. Do not assume that every Indonesian colleague operates on jam karet; many are acutely aware of the concept and actively work against it. Context matters enormously.
When the Meeting Doesn’t Happen at All
There are also situations where the meeting doesn’t even come about. It is entirely possible to schedule a meeting a week from Thursday, only to arrive and learn from a secretary that the executive is out of the office and not expected back that day. Always reconfirm a meeting shortly before the scheduled time to make sure that plans have not changed.
In contemporary Indonesian business practice, reconfirmation almost always happens via WhatsApp rather than by phone or formal email. WhatsApp is the dominant professional communication tool across virtually all sectors in Indonesia, and a brief, politely worded message to an assistant or directly to your contact the day before a meeting is now standard practice. If you have not already established a WhatsApp connection with your Indonesian counterparts and their offices, do so early — it will save considerable frustration.
The fact that an executive has had to miss or reschedule a meeting does not necessarily have anything to do with you personally. Keep in mind the concepts of status and authority in Indonesian business culture. It is entirely possible that the executive received a call from their superior. In that case, they would have had to respond quickly, and informing you would not have been their first priority.
Short Notice and the Question of Respect
A more inconvenient situation arises when senior Indonesian executives in positions of authority over foreign professionals give the appearance of summoning them to a meeting at very short notice. This issue has been raised repeatedly in cross-cultural training programmes by foreign executives working in joint venture companies. They were initially confused, then frustrated and finally angry at the way that the Indonesian executive overseeing their venture would inform them of important meetings. Twenty-four hours’ notice was considered adequate, and often they were simply told that a meeting was starting and would they please attend now. This tendency caused significant problems in managing their own schedules. Foreign executives frequently found themselves having to stop their own meetings to respond to calls from above.
These foreign professionals perceived this as a deliberate act to inconvenience or possibly insult them. They discovered that their Indonesian colleagues at some of these meetings had been given proper notice — and that some had actually travelled to Jakarta specifically for the occasion. Why, they asked, were the foreigners not being given the same courtesy?
The answer may vary from company to company. There are certainly senior Indonesian executives who are resentful of a foreign professional’s presence and activity within their organisation. They may see foreign colleagues as bringing in unfamiliar ideas or procedures that challenge established roles and authority.
Another explanation is perhaps more likely, however. Experienced Indonesian executives and their assistants may be well aware of the frustration caused by the constant cancelling and rescheduling of meetings that is so common in traditional Indonesian business culture. Accept the possibility that you are not informed until shortly before an important meeting precisely to spare you that inconvenience. It may be a sign of respect — an acknowledgement that you should not be asked to keep rearranging your schedule around arrangements that may yet change. You are informed only once everyone else is certain the meeting will actually proceed.
Communication, Patience and the Long Game
Effective communication is a two-way street. This is especially true in intercultural work environments. The rationale and feelings behind an action in Indonesia are often quite different from the rationale and feelings behind a similar action in your home country. One has to communicate more openly here. Control your emotions, and explain clearly what changes you would like to see. This may or may not be effective immediately. If it is not, try again, patiently and consistently. One of the first principles of cross-cultural effectiveness is to understand clearly what the situation actually is, and then communicate effectively what you would like it to be.
It is also worth investing in relationships outside of formal meeting settings. In Indonesian business culture, the rapport built over informal lunches, introductions through mutual contacts, and patient relationship-building — known broadly as pendekatan, or “the approach” — often determines how smoothly formal meetings will eventually run. Expats who invest time in these informal channels consistently report fewer scheduling frustrations than those who rely solely on formal communication.
Practical Tips for Scheduling Meetings in Indonesia
Drawing together the guidance above, here are some practical steps that experienced expats and foreign executives recommend.
Reconfirm every meeting via WhatsApp the day before.
A brief, friendly message to your contact or their assistant is standard practice and genuinely reduces the chance of arriving to an empty office.
Build buffer time into your schedule.
Back-to-back meetings are a reliable source of stress in Indonesia. Assume meetings will start late and plan accordingly.
Do not interpret last-minute notice as a personal slight.
As discussed above, there are often structural and cultural reasons why you are informed late that have nothing to do with how you are regarded.
Learn a few phrases of Bahasa Indonesia.
Even basic pleasantries signal respect and are warmly received. They can change the entire atmosphere of a first meeting.
Build a relationship with the assistant.
In Indonesian corporate culture, a senior executive’s sekretaris often holds considerable practical influence over scheduling and access. A respectful, patient relationship with that person is genuinely invaluable.
Frequently Asked Questions: Business Meetings in Indonesia
Is punctuality important in Indonesian business culture?
Punctuality is valued differently in Indonesia than in many Western or East Asian business cultures. The concept of jam karet (rubber time) means that meetings frequently start later than scheduled. As a foreign visitor or guest, you are generally expected to arrive on time, while your Indonesian host may arrive somewhat later. In multinational companies and among younger professionals, attitudes toward punctuality are evolving, so context matters considerably.
How should I confirm a business meeting in Indonesia?
WhatsApp is the standard tool for professional communication in Indonesia across almost all sectors. Reconfirming a meeting via a brief, polite WhatsApp message to your contact or their assistant the day before is strongly recommended and widely expected.
What should I do if a meeting is cancelled at short notice in Indonesia?
Try not to take it personally. Last-minute cancellations are common and are often the result of the executive being called away by a superior — a situation over which they have little control. Reschedule politely and promptly, and reconfirm again before the new date.
Why are foreign executives sometimes given less notice of meetings than Indonesian colleagues?
This is a nuanced issue. In some cases it reflects a cultural tendency to confirm arrangements only once they are certain, to avoid inconveniencing foreign guests with a meeting that may yet be rescheduled. In other cases it may reflect organisational dynamics or, occasionally, friction around a foreign presence. Raising the issue directly but diplomatically is usually the most effective course of action.
How important is relationship-building in Indonesian business?
Extremely important. Formal meetings in Indonesia rarely happen in isolation from the broader relationship context. Investing time in informal relationship-building, introductions through trusted mutual contacts, and patient, respectful communication significantly improves the likelihood that formal meetings will go smoothly.
This article was originally contributed by George B. Whitfield III, a cross-cultural business consultant with extensive experience in Indonesia. It has been updated and expanded by the expat.or.id editorial team.
