Intercultural skills for international business & international relations
Samenvatting van het gehele boek Intercultural Skills for International Business and International Relations, voor het vak Cross Cultural Management. Samenvatting in het Engels want tentamen ook, maakt het veel makkelijker!
Goede samenvatting om te gebruiken! Het boek is alleen wel handig voor uitgebreide informatie over bepaalde onderwerpen, maar dit is aan ieder voor zich. Goede kwaliteit.
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Voorbeeld van de inhoud
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Self Reference Criterion; SRC
You rely on a set of norms, a frame of reference that will guide you decision. You assume things.
Attribution
Attributing a meaning, ascribing an interpretation to what people around you say and do. Attribution
mistakes / error: we ascribe to the other person’s words or deeds a meaning which does not
correspond to the intended meaning.
A attribution error is reversible; person A may get a mistaken impression of B, while B is getting the
same of A. It is also transitive; person A thinks B is cold and distant. The same as person B thinks of
person C.
To lower the risk we need to know and understand how the interpretative frameworks in other
cultures differ frame our own, and become aware of what is considered normal, unmarked behavior
in other cultures.
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3 mechanisms that play a role in conversational structure:
1. Backchanneling
a. Japanese people have backchanneling signals of 4,75 seconds, the Americans 15
seconds. Therefore they can misunderstand each other. They can think that the
American people do not listen well or the Americans can think that they have an
agreement because the Japanese was seeing three times yes.
2. Turn taking
a. A few seconds person A is speaking, a few seconds later person B is. A will attribute a
value judgment to the behavior of B, while B attributes the reverse value judgment
to the behavior of A.
3. Tolerance of silence
a. In Japan it is more liken to wait for one minute and then give an answer. But
Westerns don’t understand that and think that the Japanese are not agreeing it so
the Western will drop his price while the Japanese would agree the first price.
Punctuality; see figure 12 on page 45.
We can decompose the process (temporal structure of a negotiation) into 4 basic subcomponents;
1. Getting acquainted within the other party
a. Building up trust
b. Preliminaries ‘how is the weather?’
2. Negotiating and consulting
a. Zooming in; start with the general idea and then gradually move towards closer
detail.
b. Zooming out; start with the details and work your way up to the general agreement.
3. Deciding
a. Signing a contract. For Japanese more like ‘decision making’. Every country see’s it
differently.
4. Implanting the decision
a. Deadlines. Westerns are very strictly.
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,Long vs short term orientation
Short-term Long-term
Personal steadiness and stability Persistence, perseverance
Protecting your face Ordering relation by status and observing this
order
Respect for tradition Thrift
Reciprocation of greetings, favors and gifts Having a sense of shame
Short-term Long-term
Social pressure to ‘keep up with the Joneses’ Thrift, being spare with resources
even if it means overspending
Small savings quote, little money for investment Large savings quote, funds available for
investment
Quick results expected Perseverance towards slow results
Concern with ‘face’ Willingness to subordinate oneself for a purpose
Concern with possessing the Truth Concern with respecting the demands of Virtue
In a more monochromic culture people will do activity after activity, move to the next task only if the
previous is finished in a more polychromic people will tend to spread their attention, will move back
and forth. Polychromic; multi-tasking.
Aspects of time;
The arrow of time; past, present, future
Event-linked time (procedural time)
o Traditional procedural
o Traditional circular
o Linear-sparable
In cultures where ‘waiting’ and ‘wasting time’ are less relevant or even meaningless, punctuality is
likely to be equally irrelevant, and keeping appointments may not be as crucial as in more time-
conscious cultures.
There are many cultures on earth were the future is totally unknowable. In others, it is largely
irrelevant, or perhaps even non-existent.
These aspects of time are relevant for the way society works and for the way business is structured in
those cultures.
Saving and investing; thinking in terms of generations, project future events that are 20 or more
years away; high saving ratio.
Westerners put high emphasis on the future.
Central African people are never under time pressure, never in a hurry or stressed. They live their
lives with a serenity many Westerns can only dream of.
2
, Factors that are relevant in understanding how appointments are set up and kept;
Event-linked time.
People tend to move gradually closer to specifics in a circular way, rather then going straight
to the core.
Be careful in refusing a suggested date for a meeting.
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Interpersonal distance
It depends on a number of parameters such as the degree of intimacy you have with that person,
age, gender, social class etc. The culture also involves an important role.
Distance: Americans 46 – 51 cm, Belgians 60 – 65 cm, Thai 80 – 85 cm, Japanese 91 cm.
People are usually not aware of their own normal interpersonal distance.
Because it is for every culture different there is the need for awareness. If you are not aware it is
cultural specific, it may lead to a mistaken interpretation.
Physical contact;
Most East and South-East Asian cultures are typically low on physical contact. They do not shake
hands, but bow etc. Here also, other parameters such as intimacy of friendliness.
Office space;
In Western countries, office size is correlated to the person’s rank in the company. In Japan the
manager typically sits in the same large room together with his workers; this is related to the
stronger group-orientated nature. The way space is structured inside an office room is also cultural-
specific. In very polychromic cultures, office space involves little privacy.
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To limit the risk of miscommunication;
1. Speak slowly and clearly and eliminate background noise.
2. Avoid long sentences and complicated syntax.
3. Repeat the same information more then once.
4. Avoid idiomatic expressions, proverbs and expressions that refer to cultural-specific features.
Work with an interpreters of your own side so you know what the other is saying.
Same words have an other meaning in the other culture. Privacy is in Japan a negative word.
The loudness of voice varies with culture, and easily lead to attribution errors, such as thinking that
the person who simply speaks louder is obnoxious or aggressive. The loudness of voice parameter
seems to be correlated with the understatement-overstatement dimension.
Americans may tend to overstate their merits while British and some other cultures understate
them;
This is a bottle of very fine old wine, I hope you’ll like it; overstate
This is poor quality wine, I’m afraid you won’t like it, still, please accept it; understate.
o You could think by an overstatement that this person is arrogant; another attribution
error.
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