Internationalization is currently one of the most important trends in higher education. Universities are a place where people from different cultures and with different background can meet, exchange ideas and perform research. However, while a vibrant, diverse, multicultural environment can represent a major strength for modern universities, it may come also with a cost, if not handled properly. Indeed, different cultural backgrounds may cause communication misunderstanding, unmatched expectations and uncertainty in the power relationship and lack of integration in the work environment. Proper handling of these issues is of crucial importance in the context of Ph.D.-supervisor relationship to foster a positive work environment and to avoid conflict and misunderstanding. In this study we tackle this problem, focusing on four key aspects where conflict may arise in intercultural supervision. To study the problem, we performed 11 interviews, including both Ph.D. students and supervisors. While the study is reduced in size, it highlights some interesting issues, such as the importance of formal expectation mapping, and allows us to propose possible ways to improve highly international work environments such as Lund University. Overall, the study highlights the fundamental role of cultural backgrounds in shaping doctoral supervision. It emphasizes the need for clearer expectation‑setting, enhanced intercultural training for supervisors, and targeted support for international students to foster more inclusive and effective supervisory relationships within globally diverse academic environments.
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