...Communication Essay Different cultures lead to different way of thinking and behaviors (Hofstede 1991). For this reason, many problems in communication across countries occur when people are unaware of culture differences, especially to high-context culture. Hall (1976) suggested that one must put great efforts to understand the message from a context-dependent communication. It is essential that business people bear in mind that learning cultures and intercultural communication are vital. In the current increasingly diverse world, intercultural communication obviously plays an important role (Germaine, 2006). As a developing country with high-context culture, Vietnamese workers should be well prepared to overcome difficulties when dealing with other cultures in global business integration process. This essay will look at specific aspects of cultural elements of communication in Viet Nam and compare barriers in Viet Nam to those in the UK. Through these boundaries, the essay suggests several intercultural competencies that Vietnamese managers should train their employees in order to work well under multi-cultural environment. Communication in Viet Nam According to Das and Kumar (2010), Viet Nam’s culture, which is among Asian countries, is classified as high-context. In this system, communication style has many specific characteristics. The first element is that one should look deeply at not only non-verbal behavior of speaker but also the context in...
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...Journal of International Business Studies (2006) 37, 525–543 & 2006 Academy of International Business All rights reserved 0047-2506 $30.00 www.jibs.net Cross-cultural competence in international business: toward a definition and a model James P. Johnson1, Tomasz Lenartowicz2 and Salvador Apud3 Crummer Graduate School of Business, Rollins College, Winter Park, USA; 2Deparment of Management, International Business and Entrepreneurship, College of Business, Florida Atlantic University, Boca Raton, USA; 3LBJ School of Public Affairs, The University of Texas, Austin, USA Correspondence: Dr James P. Johnson, Crummer Graduate School of Business, Rollins College, Office number 204, Winter Park, FL 32789, USA. Tel: þ 1 407 646 2486; Fax: þ 1 407 646 1550; E-mail: jpjohnson@rollins.edu 1 Abstract Many international business failures have been ascribed to a lack of crosscultural competence (CC) on the part of business practitioners. However, the international business literature appears to lack an adequate conceptualization and definition of the term ‘CC’, focusing instead on the knowledge, skills and attributes that appear to be its antecedents. In this conceptual study, we propose a definition of CC as it applies to international business and develop a model for understanding how CC is nurtured in individuals, linking our definition to the concept of cultural intelligence. We discuss the components of the model and suggest that there are environmental and contextual impediments...
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...Eurochem Shanghai SituationThe “Eurochem Shanghai” case study is a familiar example of problems associated with the global marketplace and the failure to adapt to cultural differences when going international.The young high-flier Paul Paus is sent by the head office of the European chemical company EUROCHEM to run the marketing team in the Shanghai office. Paus, who seemed to be the perfect person having the necessary skills and qualification for this job, has proven to be ineffective in his team-building program and failed to develop cultural awareness by ignoring local practices. Despite Paul Paus was a young, innovative manager performing very well in Europe he failed in Europe. But why?There are the following characters in case: * Paul Paus: the European expatriate who worked in the head office in Antwerp for 4 years * Mr Olsen: an expatriate with intercultural experience, general manager & head of China Eurochem * Mr Li: deputy manager, close relationship to Olsen * Mr Wu: young employee of marketing department, expertise in marketing * Mr Vandenbergh: director of marketing in head office, sent Paus to ShanghaiAnalysisSignificant mistakes have been made by all persons involved in the project. Three major issues occurred in the case of “Eurochem Shanghai”: * problems of international managerial transfers, * management, communication and strategic issues, * as well as leadership and managing diversity problems all caused by cultural differences and different ways...
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...International Journal of Business and Management; Vol. 7, No. 16; 2012 ISSN 1833-3850 E-ISSN 1833-8119 Published by Canadian Center of Science and Education Cross-Cultural Etiquette and Communication in Global Business: Toward a Strategic Framework for Managing Corporate Expansion Ephraim Okoro1 1 School of Business, Howard University, Washington, USA Correspondence: Ephraim A. Okoro, Department of Marketing, School of Business, Howard University, 2600–Sixth Street, NW, Washington, D.C. 20059, USA. Tel: 1-202-806-1545. E-mail: eaokoro@howard.edu Received: March 22, 2012 doi:10.5539/ijbm.v7n16p130 Abstract The expanding scope of business corporations in the first decade of the twenty-first century is drawing much scholarly attention, and the trend has been described as a fact of life that defies the stretch of human imagination. The concept of global economy has expanded consumer awareness, defined new standards and rules of operations, and increased the need for national and corporate interdependence. Multinational organizations are exploring opportunities around the world, demonstrating sensitivity towards cultural differences in order to gain from the proliferation and growth of international enterprise. Recent studies indicate that while some corporations compete successfully in the global marketplace, others have failed to sustain their competitive advantage because of cultural imperialism or inadequate acculturation of their managers on international assignment...
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...each company’s culture. (Kreitner, 2009, p. 107) In doing this, I could focus on each aspect of the business and how it is interpreted in a foreign country. For example, I would have them watch the previous day’s news on the Web so if a client wanted to talk about current news, my sales personnel and executives would know what they are talking about. It is important to know what the current events are. It can be local sports news, the weather, or entertainment new. It is very important to know what is going on. You cannot afford to sound like you don’t know anything about the foreign country you are doing business with. I would also try to get my employees familiar with the other culture through exposure to a series of simulated intercultural incidents, or typical problem situations. (Kreitner, 2009, p. 107) An example would be an incident when you have to answer why people in a certain culture respond a certain way. You could have several answers to choose from and you find pick until you find out the correct answer. When you pick the correct answer, the feedback is extensive, describing similarities and differences between the two cultures. Gradually, the trainee starts thinking like the people from the other culture. In a way, the trainee learns to get “into the shoes” of the people from the other culture. The result is a training program that makes people more comfortable in working in the other culture. Another training technique I would use is language instruction...
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...International Journal of Intercultural Relations 35 (2011) 49–60 Contents lists available at ScienceDirect International Journal of Intercultural Relations journal homepage: www.elsevier.com/locate/ijintrel Cultural distance and expatriate job satisfaction Fabian Jintae Froese a,∗ , Vesa Peltokorpi b,1 a b Korea University Business School, Anam-dong, Seongbuk-Gu, Seoul, 136-701, Republic of Korea HEC School of Management, Paris, 78351 Jouy en Josas, France a r t i c l e i n f o a b s t r a c t Despite its strong impact in domestic settings on job performance, organizational commitment, stress, and turnover intentions, job satisfaction has received little attention in the literature on expatriates. This paper analyzes the predictors of job satisfaction that may arise in an expatriate context. Drawing on the cultural distance perspective, we propose that the national cultural distance, supervisor’s nationality, host-country language proficiency, expatriate type, and company nationality are important determinants of expatriate job satisfaction. Survey results from 148 expatriates in Japan demonstrate that national cultural distance, supervisor’s nationality, and expatriate type have a statistically significant influence on expatriate job satisfaction. Theoretical and practical implications are provided. © 2010 Elsevier Ltd. All rights reserved. Article history: Accepted 25 October 2010 Keywords: Expatriates Job satisfaction Cultural distance Japan In an...
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...cultural groups. The authors examine the connections between cultural diversity, innovation and thriving, prosperous urban communities, in relation to the economic, social and cultural mix of Britain’s population. They developed tools to harness the potential of diverse communities, and their powers of innovation, for use by policymakers, planners and practitioners. These include a set of indicators of openness to check the readiness of a city to take advantage of diversity, and the intercultural lens through which professionals can examine the familiar in a new light. The study evaluated six aspects of local activity: public consultation and engagement urban planning and development business and entrepreneurship schools the arts and creative industries sport. The project went further by helping participating cities to develop specific economic, social, cultural and planning policies and so to become role models for others. The study draws on local case studies and in-depth interviews with 33 intercultural innovators in seven UK cities, with comparative analysis also conducted in Europe, North America and Australasia. It is aimed at policymakers and practitioners in local and regional government, neighbourhood renewal and community cohesion. This publication can be provided in alternative formats, such as large print, Braille, audiotape and on disk. Please contact: Communications Department, Joseph Rowntree Foundation, The Homestead, 40 Water End, York YO30 6WP. Tel: 01904 615905...
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...NCVER Cross-cultural training and workplace performance Robert Bean Robert Bean Consulting The views and opinions expressed in this document are those of the author/project team and do not necessarily reflect the views of the Australian Government, state and territory governments or NCVER Publisher’s note Additional information relating to this research is available in Cross-cultural training and workplace performance: Support document. It can be accessed from NCVER’s website . To find other material of interest, search VOCED (the UNESCO/NCVER international database ) using the following keywords: cross cultural training; cultural awareness; workplace learning; capacity building; training provider; employee attitude; employer attitude. © Australian Government, 2008 This work has been produced by the National Centre for Vocational Education Research (NCVER) under the National Vocational Education and Training Research and Evaluation (NVETRE) Program, which is coordinated and managed by NCVER on behalf of the Australian Government and state and territory governments. Funding is provided through the Department of Education, Employment and Workplace Relations. Apart from any use permitted under the Copyright Act 1968, no part of this publication may be reproduced by any process without written permission. Requests should be made to NCVER. The NVETRE program is based upon priorities approved by ministers with responsibility for vocational education and training (VET)...
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... Flaherty, Newell D. Wright, Robert M. McMillen (2009) Student Intercultural Proficiency From Study Abroad Programs, Journal of Marketing Education Statement of the Problem The problem, which is related to study abroad programs (SAPs), is clearly stated in the article’s introduction. The problem stated is “that a deficiency exists, within marketing education, of empirical evidence on the explicit impact of SAPs on student attitudes and behavior. In particular, empirical evidence is absent which specifies the characteristics of intercultural growth that are an outcome of SAP” (Clarke, Flaherty, Newell, McMillen, 2009, p. 174). Purpose Statement The purpose is directly stated in the article as follows, “this study… attempts to extend the marketing education literature by empirically investigating the specific intercultural proficiencies that may advance while students study abroad” (Clarke III, et. al. 2009 p. 174). The purpose then specifically addresses the benefits for marketing educators from “expanded knowledge on the possible outcomes of a SAP” (p. 174). Background & Importance/Significance (literature review) In this study, the literature review serves three purposes. First, it defines the specific intercultural proficiencies that are likely to advance from the study abroad experience: intercultural proficiency, global mindedness, intercultural communication, openness to diversity, and intercultural sensitivity (Clarke III, et. al. 2009). Second, the review discusses...
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...Running Head: DECISION MAKING STYLES AND CROSS CULTURE Decision Making Styles and Cross Cultural Misunderstanding Name: University: Course: Tutor: Date: Abstract In an organizational setting, the employees might be of different cultures and therefore have different values. This is likely to bring about a clash in the operations in an organization. Managers normally have difficulties in making decisions based on the fact that those decisions mar rub a certain culture the wrong way. This Essay looks at the ways in which cultural differences could impact decision making in an organizational setting. It also determines whether there are any ways in which this cultural difference can be exploited for the benefit of the organization. These cultural differences do affect the company’s decision making process and therefore slows down business activities that depend on decision making in order to run. This is a great challenge in a business environment and might bring the performance of a business to a halt. This essay therefore looks into ways in which this challenge can be minimized. The distinct cultural differences between employees of an organization play out in the day to day running of the organization. These cultural differences may be in the form of dressing, values upheld, punctuality, overtime working, teamwork, etc. For example, we look at the Russian managers and the Chinese managers. Chinese managers are...
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...Abstract Intercultural communications is often marked by the impact of cultural differences on communication, commonly resulting in miscommunication or misunderstanding. This paper examines the challenges influencing intercultural communications between the Japanese and the Americans. In its conclusion, it emphasizes on the sensitivity to the mentioned cultural differences in order to create harmony and understanding amongst people with different ethnic backgrounds. Intercultural Communications between the United States and Japan Introduction According to Dima (1990), intercultural communication refers to the exchange of ideas between people belonging to different cultures, in spite of them using the same language. Intercultural communication plays an important role, in that cultural differences can often lead to miscommunication and misunderstanding. This is increasingly becoming important in today’s multicultural society such as in the US (Inoue, 2007). What are the common challenges of intercultural communications between America and Japan? How do cultural differences play part in shaping the Japan-American intercultural communication? As defined by Peace (2002), culture is a "system of beliefs, values, and assumptions about life that guides behavior and is shared by a group of people; and these are transmitted from generation to generation, rarely with explicit instructions," (p.14). There are a variety of cultures that...
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...1. Introduction Multiculturalism refers to communities containing various attitudes and behaviour that are characteristic of a particular social group or organization. According to (Immigration and Multiculturalism, n.d.), Australia is a country of migrants, originally from United Kingdom, which more than the path of two hundred years, displaced an original inhabitant and founded a liberal-democratic state. In the early days, Australians were disturbed by the subject of 'ethnicity'. For over fifty years, part of Australia ‘cultural issue' has been solved by implementing a rule of elimination. Australia changes their approach and at last discarded it in the late 1960s to enlarge its people after World War 2. From this environment, acceptance of a 'cultural diversity' guiding principle in 1970s was a past removal of the preceding procedure. Within the fundamental nature, cultural diversity not only evidenced and showed the growing multiculturalism of the country but as well as to hold and form it. Therefore, definition of “Multiculturalism promotes the integration of ethnic acceptance and respect for cultural diversity, community harmony and inclusion.” is true. Skilled labour is any worker who has acquired certain skill in their job or may have attended a college or technical school. An example of a skilled labour job is carpenters. Unskilled worker is a worker who has not acquired special skill or proficiency. If there is a shortage of migrant skills, the...
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...This essay will be discussing whether effective cross-cultural management has to be grounded in a detailed knowledge of individual cultures with examples of two multinational companies: Wal-Mart and Alfa Laval. II/ The Debate on Cross-Cultural Management: Globalisation has increased the awareness of consumers, and made nations more inter-dependent. In these days, international corporations require managers who can adapt to various environment quickly and work with their partners as well as employees from other cultures (House et al., 2001). Today, business in different nations should increase their sensitivity and respect for one another’s cultural differences to gain benefits from the growth of international business. Mainly, intercultural...
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...Carl Guerrier Prof. Zanetich HEA 470 12/13/13’ Cultural Competence To begin with, in order for people to understand cultural competence, they must know the meaning of culture. What is culture? Culture can be defined as different experiences of people customs, values, beliefs, and languages. It also entails of worldviews, ways of communicating and knowing. Also culture can be classified as race/ethnicity, social class, age, sexual orientation, religion, gender or disability. Cultural of conglomerates can refer to people who are not related by lineage. For example, they are not in the same lineage for organizational culture, disability community culture, and gay culture. Not only that, but culture can mean to the institutions. This can means family, education, government, and religion. This help with economic systems that preserve and shape patterns of thought, behavior, and beliefs. Cultural competence is associated with the ability to talk effectively with people of socio-economic backgrounds. Cultural competence can be associated in the same category of government agencies, non-profit organizations, and human resources that consist of employees work with people of different ethnic/cultural backgrounds. Cultural competence has four components. They are cross-cultural skills, knowledge of different cultural worldviews, awareness of one’s own cultural worldview, and having...
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...Norman E. Wilson Global Management Reflection Week 3 April 18, 2012 Reflecting on Cross Cultural Negotiations As I reflect on what I have learned regarding Cross Cultural Negotiations, I now possess the knowledge that it is one of many specialized areas within the wider field of cross cultural communications. By taking cross cultural negotiation training, negotiators and sales personnel give themselves an advantage over competitors. There is an argument that proposes that culture is inconsequential to cross cultural negotiation. It maintains that as long as a proposal is financially attractive it will succeed. However, this is a naïve way of approaching international business. Let us look at a brief example of how cross cultural negotiation training can benefit the international business person: There are two negotiators dealing with the same potential client in the Middle East. Both have identical proposals and packages. One ignores the importance of cross cultural negotiation training believing the proposal will speak for itself. The other undertakes some cross cultural training. He/she learns about the culture, values, beliefs, etiquette and approaches to business, meetings and negotiations. Nine times out of ten the latter will succeed over the rival. This is because 1) it is likely they would have endeared themselves more to the host negotiation team and 2) they would be able to tailor their approach to the negotiations in a way that maximizes the potential of...
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