CDIB

F O U R T H E D I T I O N
THE CULTURAL DIMENSION OF

INTERNATIONAL BUSINESS
Gary P. Ferraro
The University of North Carolina at Charlotte
Upper Saddle River, New Jersey 07458

Library of Congress Cataloging-in-Publication Data
Ferraro, Gary P.
The cultural dimension of international business 1 Gary P. Ferraro.4th ed.
p. cm.
Includes bibliographical references and index.
ISBN 0-13-090327-2
1. International business enterprise-Social aspects. 2. Intercultural
communication. 3. Technical assistance-Anthropologicalaspects. I. Title
HD2755.5 .F48 2001
320.3'5--dc21
00-067759
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Contents
Preface vii
1. Cultural Anthropology and International Business, I

The Anthropological Perspective, 2
Cultural Anthropology and Business, 6
Culture and International Business, 7
The Need for Greater Awareness of the Cultural Environment, 9
International Competency-A National Problem, 15
2. Culture and lnternational Business: A Conceptual Approach, 18

Culture Defined, 18
Culture Is Learned, 20
Culture Influences Biological Processes, 22
Cultural Universals, 24
Economic Systems 26 Marriage and Family Systems 27
Educational Systems 28 Social Control Systems 28
Supernatural Belief Systems 29
Cultural Change, 29
Ethnocentrism, 35
Cultures Are Integrated Wholes, 37
Conclusion, 41
Cross-Cultural Scendrios, 43
iv Contents
3. Communicating across Cultures: Language, 46

The Need for Linguistic Proficiency in International Business, 46
Linguistic Diversity, 50
Language and Culture, 53
The Influence of Culture on Language 53 The Influence
of Language on Culture 54 Language Mirrors Values 56
Explicit versus Implicit Communication, 57
Language and Social Context, 62
Some Additional Complicating Factors 65
Slang 65 Euphemisms 65 Proverbs 66 ErbalDueling 67
Humor 68 Conversational Taboos 69
Conclusion, 70
Cross-Cultural Scenarios, 70
4. Communicating across Cultures: The Nonverbal Dimension, 73

The Nature of Nonverbal Communication, 73
Body Posture, 76
Hand Gestures, 79
Facial Expressions, 82
Gaze, 84
Proxemics, 86
Bodily Contact (Touching), 89
Conclusion, 93
5. Contrasting Cultural Values, 97

The Individual-Collective Dimension, 100
How This Value Plays Out in the Two Types of Society I01
Implications for Business 103
The Equality-Hierarchy Dimension, 105
How This Value Plays Out in the Two Types of Society 106
The Tough-Tender Dimension, 108
The Uncertainty-AvoidanceDimension, 112
I
I Contents v
The Time Dimension, 115

Precise versus Loose Reckoning of Time 115 Sequential
versus Synchronized Timing 117 Past, Present, and Future
Orientations 118 How This Value Plays Out in Dzfferent Types
of Societies I20 Implications for Business 121
Conclusion, 121
6. Negotiating across Cultures, 125

The Nature of Cross-Cultural Negotiation, 126
Where to Negotiate, 127
Effective Strategies fdr International Negotiators, 129
Concentrate on I Long-Term Relationships, Not Short-Term
Contracts 129 Focus on the Interests behind the Positions I30
Avoid Overreliance on Cultural Generalizations 132 Be Sensitive
to Timing I33 Remain Flexible 134 Prepare Carefully 134
Learn to Listen; Not Just Speak 136
The Use of Interpretors, 138
The Global Negotiator, 139
7. Coping with Culture Shock, 142

The Nature of Culture Shock, 142
Minimizing Culture Shock, 148
Cross-Cultural Scenzirios, 154
8. Developing Global Mdinagers, 157

Selection, 159
I
~ommunicatiohSkill 160 Personality Traits 160

Motivation 161 Family Circumstances 161
Cross-Cultural Training, 163
Repatriation, 168 1
Global Managers for the Twenty-First Century, 171
Appendix A Cross-Cultural Scenario Discussions, 180
Appendix B Locating R'elevant Cultural Information, 188

The Traditional Anthropological Approach, I88
HRAF: An Underutilized Cultural Database, 189
vi Contents
Documentary Sources Useful in Developing a Cultural Profile, 190

Culture-SpecificAssociations 190 Some Country-Specific
Series 190 US. Government Sources 191 Sources of
Country-Speczjk News and Current Events 191 Sources on
Business Customs and Protocols 192 The Electronic Library 193
Human Resources for Culture-Specific Information, 194
One b Own Company 194 Academia 194 Foreign Trade
Ofices 195 Private-Sector Consultants and Trainers 195
The Search for Cultural Information upon Arrival, 196
In-Country Documentary Resources 196 In-Country Human
Resources 197
Conclusion, 198
References, 199
Photo Credits, 207
Index, 208
Preface
This book is aimed at demonstrating how the theory and insights of cultural anthropol-
ogy can positively influence the conduct of international business. To date, anthropolo-
gists have given embarrassingly little attention to this subject, and writers in the field of
international management and marketing, although acknowledging the importance of
the cultural dimension, have dealt with it in a cursory and anecdotal fashion. This book-
which explores the contributions that cultural anthropology can make to the more effec-
tive and humane conduct of international business--can serve the interests of both the
international business community and the discipline of anthropology, which is continu-
ally searching for new, nonacademic environments in which to make practical contribu-
tions. Specifically, the book takes a fourfold approach to understanding the cultural
dimension of international business.
I. Culture-General Approach: Making the Connections between

AnthropologicalTheory (Generalizations) and International Business
Chapter 2 provides an in-depth look at the concept of culture, what generaliza-

tions hold true for all cultures of the world, and the implications of those generaliza-
tions for international business. This chapter is predicated on the notion that it is
impossible for anyone to master all of the specific cultural facts about the thousands
of cultures found in the world today. Thus, a more conceptual approach is needed. The
chapter begins with various definitions of the culture concept, followed by some im-
portant generalizations that can be usefully applied to any cross-cultural situation. The
importance of these cultural generalizations for the conduct of international business
is then discussed.
viii Preface
II. Understanding Communication Patterns--Verbal And Nonverbal
In Chapters 3 and 4 we examine some of the critical dimensions of communication,

both verbal and nonverbal, in a cross-cultural business setting. Effective communication
between people from the same cultural and linguistic group is often difficult enough,
but when one is attempting to communicate with people who speak little or no English-
and have different ideas, attitudes, assumptions, perceptions, and ways of doing things-
the chances for miscommunication increase enormously. In Chapter 3, we examine the
critical importance of language competence in an international business situation, the
interrelatedness between language and culture, the situational use of language, and some
additional factors (such as slang and euphemisms) that can further complicate verbal
communication in an international business context.
In Chapter 4 we discuss the importance of knowing the nonverbal communication
patterns prevalent in the international business arena. As important as language is to
sending and receiving messages, nonverbal communication is perhaps even more im-
portant. Not only do nonverbal cues help us interpret verbal messages, but they are also
responsible in their own right for the majority of the messages that make up human com-
munication. Six major modes of communicating nonverbally-posture, hand gestures, fa-
cial expressions, eye contact, proxemics, and touching-are discussed in a cross-cultural
perspective. The aim of this chapter is to demonstrate how many ways there are to mis-
communicate in a cross-cultural business setting unless one is familiar with the nonver-
bal patterns of communication in addition to the linguistic patterns.
Ill. Cultural Self-Awareness: Their Values and Ours
Chapter 5, dealing with values, is designed with two purposes in mind. First, it
aims to show that people from different cultures view the world from the viewpoint of
different cultural assumptions. And second, it encourages Western businesspeople to in-
crease their cultural self-awareness-that is, their ability to recognize the influences of
their culture on their thinking and behavior. An increase in cultural self-awareness should
make it easier to diagnose difficulties when communicating in a foreign business setting.
It should enable the overseas businessperson to discover how a cross-cultural misunder-
standing may have arisen from his or her own cultural assumptions rather than from some
shortcoming of the culturally different person.
This chapter has undergone extensive revision in this edition. Whereas previous edi-
tions had focused on American cultural values, this edition takes a more conceptual ap-
proach. Following the lead of such theorists as Florence Kluckhohn, John Condon, and
Geert Hofstede, among others, Chapter 5 now presents a framework of values that can
be used to analyze cultural differences throughout the world. The model examines such
dimensions of values as individualism versus collectivism, equality versus hierarchy,
tough versus tender societies, varying levels of uncertainty avoidance, and certain as-
pects of time, including precise versus loose reckoning of time, past, present, and future
time orientations, and sequential versus synchronical aspects of time. Chapter 5 describes
Preface ix
each of these dimensions, shows how they play out in different types of societies, and then
examines the implications for conducting business.
IV. Culture-Specific Approach: Finding Relevant Cultural Information
The final segment of this four-pronged approach involves a discussion of how

and where to find the specific cultural information needed for any particular international
business assignment. For example, how does one procure current and pertinent data de-
scribing the cultural patterns that exist in Djakarta, Madras, or La Paz? Appendix B ex-
plores a number of anthropological and nonanthropological data sources (both
documentary and human) that can be useful in developing a profile of any particular cul-
ture. This appendix is based on the assumption that if U.S. businesses are to meet the
current challenges of a highly competitive world economy, they will need an ever-
increasing flow of information about the cultures of those with whom they are con-
ducting business.
Chapter 6 deals with negotiating across cultures. Although it is recognized that no
two international negotiating situations are ever identical, some negotiating strategies
are generally valid in most situations. Based on the experiences of successful and cul-
turally sensitive international negotiators, this chapter provides such general guidelines
as (1) concentrating on long-term relationships, (2) focusing on the interests behind the
positions, (3) being attuned to timing, and (4) needing flexibility, careful preparation,
and willingness to listen.
Chapter 7 of this book examines culture shock, a phenomenon that can sour an
otherwise promising international business assignment. Although there are no ways of
totally eliminating this psychologically disorienting experience, there are steps to take be-
fore, during, and after an international assignment that can reduce some of the more de-
bilitating symptoms. The chapter concludes with suggestions for minimizing culture
shock.
Chapter 8 examines developing global leaders, expatiate excellence, and a num-
ber of other important global human resource issues. This chapter argues that expatriate
assignments must be managed in a more systematic, holistic, and long-term way than they
are currently being managed. This requires international firms to be attentive to all phas-
es of transferring personnel abroad, including selection, cross-cultural preparation, in-
country support, repatriation, and the utilization of those skills gained abroad for future
assignments.
As a final note, attention should be given to the scenarios appearing at the end
of Chapters 2 through 8. The reader is encouraged to analyze these minicase studies in
an attempt to determine why a cultural conflict has arisen and how the conflict or mis-
understanding portrayed could have been avoided. Although it is impossible to include
examples of every possible cross-cultural conflict in a business setting, these end-of-
chapter scenarios are designed to help the reader gain a greater sensitivity to the wide
range of potential conflicts that could arise. Explanations of these scenarios appear in
Appendix A.
x Preface
As with the previous editions of this book, a number of reviewers have made in-
sightful suggestions for improvement. I trust that all reviewers will notice that many
of their helpful suggestions have in fact been incorporated into the new edition. In par-
ticular, I would like to thank the following reviewers for their helpful suggestions: John
.'F Staeck, College of DuPage; Thomas E. Durbin, California State University-Stanis-
laus; R. Boyd Johnson, Indiana Wesleyan University; and John Rhoades, St. John Fish-
er College.
Gary P. Ferraro
Cultural Anthropology
and International Business
How often do we hear people say "The whole argument is academic"? By this statement
they mean that, despite the elegance of the logic, the whole line of reasoning makes lit-
tle or no difference. In other words, the term academic has become synonymous with ir-
relevant. In all of academia, it is hard to think of other disciplines generally perceived by
the public to be any more irrelevant to the everyday world than cultural anthropology, the
comparative study of cultures. The student of biology, for example, can apply his or her
skills to the solution of vital medical problems; the student of creative arts can produce
lasting works of art; and the political science student, owing to a basic understanding of
political dynamics, can become a local, state, or national leader. But according to popu-
lar perception, the study of cultural anthropology, with its apparent emphasis on the non-
Western cultures of the world, has little to offer other than a chance to dabble in the
exotic.
To counter the long-held popular view that cultural anthropology is of little use in
helping to understand the world around us, in recent years an increasing number of cul-
tural anthropologists have applied the theories, findings, and methods of their craft to a
wide range of professional areas. Professionals in such areas as education, urban ad-
ministration, and the various health services have been coming to grips, albeit reluc-
tantly, with the cultural environments within which they work; however, those in the area
of international business, although having perhaps the greatest need, remain among the
most skeptical concerning the relevance of cultural anthropology. There has in fact been
little contact between cultural anthropology and the international business sector. Ac-
cording to Erve Chambers, cultural anthropologists have avoided working with the in-
ternational business community because of "a highly prejudiced ethical stance which
associates commercial success and profit taking with a lack of concern for human wel-
fare" (1985, 128). Also, Western multinational corporationshave not actively sought the
services of cultural anthropologists, whom they generally view as serving little useful pur-
2 Cultural Anthropology and International Business
pose other than providing more interesting cocktail-party conversation about the esoter-
ic peoples of the world. In short, both cultural anthropologists and international busi-
nesspeople view the concerns of the other as irrelevant, morally questionable, or trivial.
This book rests on the fundamental assumption that to operate effectively in the in-
ternational business arena one must master the cultural environment by means of pur-
poseful preparation as well as sustained learning throughout one's overseas assignment.
Now, as in the past, international businesspeople acquire their international expertise
while on the job, and they consider such hands-on factors as business travel and overseas
assignments to be the most important experiences. While not minimizing the value of ex-
periential learning, this book argues that, in addition to on-the-job learning (and in most
cases, before entering the international marketplace), successful international business-
people must prepare themselves in a very deliberate manner in order to operate within a
new, and frequently very different, cultural environment.
THE ANTHROPOLOGICAL PERSPECTIVE
When the average American hears the word anthropologist, two images usually come to
mind. The first image is that represented by Harrison Ford in his portrayal of anthropol-
ogist Indiana Jones in the film Raiders of the LostArk. In his search for clues to the se-
crets of lost civilizations, Indiana Jones spends most of his time being chased by irate
cannibals, engaging in hand-to-hand combat with sinister Nazis, and being thrown into
pits with thousands of snakes. Although this image is exciting theater, it gives us little in-
sight into what anthropology is all about. The second image of an anthropologist is that
of the irrelevant academic who spends every moment out of the classroom interviewing
exotic peoples whose cultures are about to become extinct. Anthropology, however, is nei-
ther hazardous to the health nor irrelevant. Both these views of anthropology are mis-
leading stereotypes, which obscure both the nature of the discipline and its relevance to
the world.
The scientific discipline of anthropology is far less life-endangering than Hollywood
would have us believe and far more relevant than most of us imagine. To be certain, an-
thropologists do travel to the far corners of the world studying little-known cultures (cul-
tural anthropologists) and languages (anthropological linguists). Moreover, some
anthropologists unearth fossil remains (physical anthropologists) and artifacts (archae-
ologists) of people who lived thousands or, in some cases, millions of years ago. Despite
the fact that these four subareas of anthropology frequently deal with different types of
data, they are all directed toward a single purpose: the scientific study of human cultures
in whatever form, time period, or region of the world in which they might be found. Ac-
cording to Carol and Melvin Ember,
Anthropology is concerned explicitly and directly with all varieties of people throughout the
world, not just those close at hand or within a limited area. It is also interested in people of
all periods. Beginning with the immediate ancestors of humans who lived a few million years
ago, anthropology traces the development of humans until the present. Every part of the
world that has ever contained a human population is of interest to anthropologists. (1999,2)
Cultural Anthropology and International Business 3
Cultural anthropologist no longer work only in exotic parts of the world, such
as southwest Africa.
Anthropology differs from other disciplines that study humans in that it is much
broader in scope both geographically and historically. Four distinct yet closely related sub-
fields comprise anthropology: (1) archaeology, the study of ancient and prehistoric so-
cieties; (2) physical anthropology, the study of humans as biological entities; (3)
anthropological linguistics, the comparative study of languages; and (4) cultural an-
thropology, the search for similarities and differences among contemporary peoples of
the world. Even though the discipline encourages all anthropologists to constantly inte-
grate these four fields, in recent decades increasing disciplinary specialization has made
it virtually impossible for any anthropologist to cover all four fields in a comprehensive
way. When we look at the contributions anthropology can make to the more effective
conduct of international business, we are looking primarily at cultural anthropology.
Cultural anthropology seeks to understand how and why contemporary peoples of
the world differ in their customary ways of behaving and how and why they share cer-
tain similarities. It is, in short, the comparative study of cultural differences and similarities
found throughout the world. Cultural anthropologists may often appear to be document-
ing inconsequential cultural facts about little-known peoples of the world, but our learn-
ing more about the wide range of cultural variations will serve as a check on those who
might generalize about "human nature" solely on observations from their own society. It
is not at all unusual for people to assume that their own ways of thinking and acting are
unquestionably rational, "natural," or "human." Consider, for example, the nonverbal
gesture of negation (found in the United States and in other parts of the world), shaking
the head from side to side. In some parts of India, however, people use this very same ges-
ture to communicate not negation but affirmation. In fact, there are any number of dif-
ferent ways of nonverbally communicating the idea of negation, all of which are no more
or no less rational than shaking the head from side to side. The study of cultural anthro-
pology provides a look at the enormous variations in thinking and acting found in the
world today and how many different solutions have been generated for solving the same
problem.
Anthropologydoes more than simply document the enormous variations in human
cultures. If anthropology deserves to be called a science, it must go beyond the mere cat-
aloging of cultural differences. It must also identify and describe the commonalities of
humans amid the great diversity-that is, the regularities found in all cultural contexts
regardless of how different those contexts might appear at first glance. For example, for
any society to continue to exist over the long run, it must solve the basic problem of how
to pass on its total cultural heritage--all the ideas, values, attitudes, behavior patterns, and
so on-to succeeding generations. Should that complexity of cultural traditions not be
passed on to future generations, that society will very likely not survive. Saudis have
solved this problem by developing Koranic schools, which pass on the cultural traditions
to the younger generations; in parts of West Africa, "bush schools" train young adoles-
cents to become adults; in our own society, we rely on a formal system of compulsory
education, complete with books, desks, and teachers. Although the details of these edu-
cational systems vary enormously, all societies in the world-today or in the past-have
worked out a system for ensuring that new generations will learn their culture. Thus, the
science of anthropology attempts to document the great variations in cultural forms while
looking for both the common strands that are found in and the general principles that apply
to all cultures.
The strong comparative perspective that anthropologists bring to the study of the
human condition helps reduce the probability that their theories will be culture bound.
Sociologists and psychologists, for example, concentrating as they have on studies of
peoples from Western societies, are more likely to construct theories that are based on
Western assumptions of reality. The cross-cultural perspective of anthropological stud-
ies has frequently served as a corrective to those disciplinesthat rely more heavily for their
theory construction on data from Western societies. According to Clifford Geertz, cul-
tural anthropologists were the first to recognize
that the world does not divide into the pious and the superstitious; that there are sculptures
in jungles and paintings in deserts; that political order is possible without centralized power
and principled justice without codified rules; that the norms of reason were not fixed in
Greece, the evolution of morality not consummated in England. . . . We have, with no little
success, sought to keep the world off balance; pulling out rugs, upsetting tea tables, setting
off fire crackers. It has been the office of others to reassure; ours to unsettle. (1 984,275)
In addition to being comparative, the anthropological perspective has another dis-

tinctive feature. Unlike other social or behavioral sciences, anthropologists analyze cul-
tural differences and similarities firsthand. For example, psychologists usually study
human behavior by using post facto data rather than actually observing the behavior as
it is occurring; sociologists generally rely on secondary information gleaned from ques-
tionnaires, interviews, and census reports; historians are removed in time from the peo-
ple and events that constitute their subject matter. Cultural anthropologists, however, use
participant observation as a major method for collecting culturally comparative infor-
mation. When anthropologists use participant observation, they share in the everyday
activities of the local people while making detailed descriptive observationsof people eat-
ing, working, playing, conversing, dancing, fighting, or any other activity that might dis-
tinguish their cultural patterns.
Given the nature of the anthropological enterprise, it is not surprising that the
founders of modern anthropology developed the tradition of firsthand field observations
of cultural behavior. If indeed anthropology had set as its task the comparative study of
human cultures, it would have to study all human cultures, many of which had not been
studied before. In the absence of descriptive studies of exotic cultures, early anthropol-
ogists had no other choice but to learn the language and spend at least a year immersed
in the culture of the people under study. Today, even though libraries are well stocked with
descriptive studies of a wide variety of world cultures, participant observation remains
a preferred investigative strategy among contemporary anthropologists.
Thus, cultural anthropologists are trained to analyze the social organizations of
various types of societies. In the early twentieth century, cultural anthropologists tended
to devote their energies exclusively to the analysis of small-scale, technologically sirn-
ple, and usually non-Western peoples. Within the last several decades, however, cultur-
al anthropologists have become increasingly involved in the study of more complex
societies.Yet whether dealing with simple or complex societies, the focus of cultural an-
thropologists has been the comparative study of sociocultural organizations wherever,

or in whatever form, they may be found.
CULTURAL ANTHROPOLOGY AND BUSINESS
Since the 1930s, cultural anthropologists have conducted a modest amount of research
in industrial and corporate settings, focusing largely on corporate cultures in the United
States. For example, the human relations school of organizational research of the 1930s
and 1940s produced a number of ethnographies showing how informal cultural patterns
could influence managerial goals (Mayo 1933, Roethlisberger and Dickson 1939, Gard-
ner 1945, Warner and Low 1947, Richardson and Walker 1948). More recent studies of
corporate cultures have attempted to show how specific configurations of values con-
tribute to the relative success or failure of meeting corporate goals (Denison 1990, Kot-
ter 1992, Frost et al. 1991, Rhinesmith 1996).
This body of research is predicated on the understanding that, business organiza-
tions are like those societies studied by traditional anthropologists. For example, like
people found in small-scale, preliterate societies, corporate members engage in rituals;
perpetuate corporate myths and stories; adhere to a set of norms, symbols, and behavioral
expectations; and use specialized vocabularies. Since business organizations tend to be
both differentiated and socially stratified, specific roles and statuses can be identified.
Also, business organizations, through dealings with such groups as unions, governments,
environmental groups, and consumers, have external relations with other social systems.
Given these similarities, cultural anthropologists have made modest contributions to the
understanding of domestic business organizations, and they have the potential for mak-
ing many others.
The anthropological perspective can be useful in the study of purely domestic busi-
ness organizations, which frequently are composed of many social components that come
from different backgrounds, hold contrasting values and attitudes, and have conflicting
loyalties. For instance, the company vice president will not likely have much in common
with the assembly-line worker, the union representative, the president of the local Sier-
ra Club, the OSHA inspector, the janitor, or many members of that diverse group called
the buying public. And yet, if the organization is to function effectively, that high man-
agement official needs to know about the values, attitudes, expectations, concerns, and
behavioral patterns of all these people, and others as well. This is particularly true today
as more and more minorities are brought into domestic workforces under equal oppor-
tunity employment laws. In short, domestic business organizations can be viewed as
minicultures (composed of different people with different roles, statuses, and value sys-
tems) that operate within the wider national cultural context.
In the mid-1990s, approximately 500 doctoral anthropologists were working in the
private sector for consulting firms or large corporations (Baba 1994, 178). That number
has no doubt increased as we enter the new millenium. Anthropologist John Sherry, who
years ago studied communications technology among the Navajo, is now a member of a
team of design ethnographers with Intel Corporation. Their purpose is to learn as much
as possible (by using anthropological methods) about how people work and use high-
tech tools so that Intel can design more efficient tools in the future. Anthropologists are
trained to patiently observe human behavior for hours on end while recording those be-
haviors in minute detail. Intel (along with other high-tech firms like IBM, Hewlett
Packard, Motorola, AT&T, and Xerox) is betting that useful insights will emerge from
those minute details. To illustrate this application of anthropology, Sherry and lus fellow
design ethnographers spent large amounts of time in the late 1990s hanging out in
teenagers' bedrooms. They talked to over 100 teenagers, analyzed still photos, and stud-
ied hours of videos that cataloged how their bedrooms were used. The team concluded
that teenagers would like to send photos to each other by transmitting images over tele-
phone lines that would enter a friend's computer and then be displayed in a bedside elec-
tronic picture frame. It is not surprising then, that in 2000 the world's first Internet-connected
picture frame was on the market (Takahashi 1998).
Failure to consider the cultural context in the domestic organization can, and has,
led to misunderstandings, miscommunication, costly marketing blunders, lawsuits, and
generally an undermining of organizational goals. When moving into the area of inter-
national business, the need to be aware of cultural environments becomes even more crit-
ical. Here the magnitude of the cultural differences is vastly greater; consequently,
breakdown of communication usually increases geometrically. Although the anthropo-
logical perspective is valuable in understanding any business organization, be it domes-
tic or international, this book focuses on the contributions that cultural anthropology can
make to the improvement of international business operations, with particular emphasis
on the functional areas of international marketing and management.
CULTURAL AND INTERNATIONAL BUSINESS
Whether dealing with issues of marketing, managing, or negotiating, the success or

failure of a company abroad depends on how effectively its employees can exercise
their skills in a new location. That ability will depend on both their job-related expertise
and the individual's sensitivity and responsiveness to the new cultural environment.
One of the most common factors contributing to failure in international business as-
signments is the erroneous assumption that if a person is successful in the home en-
vironment, he or she will be equally successful in applying technical expertise in a
different culture.
Research has shown that failures in the overseas business setting most frequently
result from an inability to understand and adapt to foreign ways of thinking and acting
rather than from technical or professional incompetence (Tung 1988; Black, Gregersen,
and Mendenhall 1992). At home, U.S. businesspeople equip themselves with vast amounts
of knowledge of their employees, customers, and business partners. Market research pro-
vides detailed information on values, attitudes, and buying preferences of U.S. con-
sumers; middle- and upper-level managers are well versed in the intricacies of their
organization's culture; and labor negotiators must be highly sensitive to what motivates
those on the other side of the table. Yet when Americans turn to the international arena,
they frequently deal with customers, employees, and fellow workers with a dearth of in-
formation that at home would be unimaginable.
The literature on international business is filled with examples of business mis-
cues when U.S. corporations attempted to operate in an international context. Some are
mildly amusing; others are downright embarrassing. All of them, to one degree or an-
other, have been costly in terms of money, reputation, or both. For example, when Amer-
ican firms try to market their products in other countries, they often assume that if a
marketing strategy or slogan is effective in, say, Cleveland, it will be equally effective
in other parts of the world. But problems can arise when changing cultural contexts.
The following examples illustrate some miscues. An airline offering service to Brazil
advertised that it had comfortable "rendezvous lounges" in its business-class section. Un-
fortunately, it failed to realize that the word rendezvous in Portuguese refers to a room
for illicit sexual encounters. Chicken entrepreneur Frank Purdue decided to translate
one of his very successful advertising slogans into Spanish, but the new slogan didn't
produce the desired results. The slogan "It takes a tough man to make a tender chick-
en" was translated into Spanish as "It takes a virile man to make a chicken affection-
ate." And the Dairy Association's wildly successful ad campaign "Got Milk?' had the
unfortunate translation "Are you lactating?" when used in Mexico. Although all these
cross-cultural advertising blunders cause us to chuckle, they can result in a loss of rev-
enue and even product credibility.
Insensitivity to the cultural realities of foreign workforces can lead to less than de-
sirable results. David Anderson (1985) tells of a U.S. businessperson who rewarded the
most outstanding member of a Japanese marketing team by promoting him to head up
the group. Rather than being proud and grateful, however, the top performer seemed
ashamed, and the others in the group were uncomfortable and demoralized. Contrary to
what the American manager had anticipated, performance in the group quickly deterio-
rated. What the American had not realized was that Japanese feel most comfortable work-
ing in teams, with all sharing equally in decisions, workloads, and responsibility for
outcomes. As Anderson puts it, "The attempt at motivation, American-style,destroyed a
sense of harmonious cooperation the Japanese workers had cherished" (1985,54-55).
Just as inattention to the cultural context can result in some costly blunders in mar-
keting and management, it also can affect seriously the success of international business
negotiations. Time, effort, reputation, and even contracts can be lost because of cultural
ignorance. Alison Lanier tells of one American executive who paid a very high price for
failing to do his cultural homework:
A top level, high priced vice president had been in and out of Bahrain many times, where
liquor is permitted. He finally was sent to neighboring Qatar (on the Arabian Gulf) to con-
clude a monumental negotiation that had taken endless months to work out. Confident of
success, he slipped two miniatures of brandy into his briefcase, planning to celebrate qui-
etly with his colleague after the ceremony. Result: not only was he deported immediately on
arrival by a zealous customs man in that strictly Moslem country, but the firm was also
"disinvited" and ordered never to return. The Qatari attitude was that this man had tried to
flout a deeply-held religious conviction; neither he nor his firm, therefore, was considered
"suitable" for a major contract. (1979, 160-61)
These are only a few of the examples of the price paid for miscalculating--orsim-
ply ignoring-the cultural dimension of international business. The most cursory review
of the international business literature will reveal many other similarly costly mistakes.
In 1974, Ricks, Fu, and Arpan published a compendium of international business mis-
cues appropriately entitled International Business Blunders. Less than a decade later, an
entirely new collection was published (Ricks 1983), describing only those international
business blunders that have occurred since 1974. More recently, Ricks (1993, 1999) has
published his latest volumes of new and "improved" international business blunders. The
purpose here is not to demonstrate the folly and insensitivity of the American busi-
nessperson when operating overseas but to show that the world is changing faster than
most of us can calculate. IfAmerican businesspeople are to meet the challenges of an in-
creasingly interdependent world, they will need to develop a better understanding of how
cultural variables influence international business enterprises. A healthy dialogue be-
tween cultural anthropologists and members of the international business community-
which this book seeks to initiate-is an important step in achieving that needed
understanding.
THE NEED FOR GREATER AWARENESS OFTHE CULTURAL ENVIRONMENT
In recent decades, a growing tendency of business and industry has been to become in-
creasingly more globally interdependent.To remain competitive, most businesses, both
here and abroad, needed to enter into international/cross-culturalalliances. The overall
consequences of this trend have been that more and more companies have engaged in
such activities as joint ventures, licensing agreements, turnkey projects, and foreign
capital investments. Since the end of the cold war in the late 1980s, however, world
economies have experienced dramatic changes, which collectively have been subsumed
under the term globalization. The term has become one of the most overused and poor-
ly understood words in the English language. To be certain, there have been intercon-
nections between countries and cultures for centuries, but when the Berlin Wall came
down in 1989, the world began to change in some dramatic ways. Forces were unleashed
that have had and will continue to have profound effects on all cultures of the world.
According to Thomas Friedman (1999), globalization is not just a passing trend but
a worldwide phenomenon that has replaced the cold war system. From 1945 until the
late 1980s, the nations and cultures of the world were compartmentalized into two major
camps, the "communist bloc" and the "free world." However, with the demise of world
communism, so powerfully symbolized by the physical dismantling of the Berlin Wall,
the world is experiencing (at a very rapid pace) a new type of integration of markets,
technology, and information that is oblivious to both national and cultural borders. This
post-cold war globalization is driven by free-market capitalism and the idea that the
more a country opens up its markets to free trade, the healthier its economy will become.
The economics of globalization involves lowering tariff barriers while privatizing and
deregulating national economies. The North American Free Trade Agreement (NAFTA)
10 Cultural Anthropology and InternationalBusiness
What follows is just a few illustrations of how extensively the lives of all the world's
peoples are interconnected:
The United States remains highly reliant on other countries for a number of im-
portant minerals. For example, the United States imports 100 percent of its
graphite, manganese, mica, columbium, and strontium and more than 90 per-
cent of its bauxite and diamonds.
The hundred largest multinational corporations in the world own nearly $2 tril-
lion of assets outside their home countries.
The United States has the fourth largest Spanish-speaking population in the
world. More than 60 percent of the people of Miami, for example, speak Span-
ish as their first language.
In the past quarter of a century, the percentage of the U.S. population that is for-
eign born has grown from 4.8 percent in 1970,to 6.2percent in 1980,to 7.9 per-
cent in 1990,and to over 9 percent at the turn of the century.
A significant number of corporations make more than half their total sales in for-
eign markets. To illustrate, Coca-Cola sells more of its product in Japan than it
does in the United States.
Direct foreign investments in the United States have increased from $13.2bil-
lion in 1970 to $81 l .7billion in 1998,more than a sixtyfold increase in the last
quarter of a century (World Almanac and Book of Facts 1999).
U.S. direct investments abroad have increased from $335 billion in 1988 to more
than $980 billion in 1998 (World Almanac and Book of Facts 1999).
The near meltdown of many Asian economies in the late 1990s had profound if
temporary effects on the economies of the United States and Western Europe.
Foreign-owned firms operating in the United States employ over 5 million work-
ers, approximately one in ten manufacturing jobs.
and the European Economic Union are two examples of the recent globalization of mar-
kets. The result of the globalization of markets is that goods and services from all over
the world are making their way into other cultures.
At the same time that world trade barriers are falling, a concomitant revolution is
going on in the world of information technology. In the mid-1980s only a handful of peo-
ple in the world could operate a computer. Today, computers are nearly as common in
the home as the radio was in the 1940s. Moreover, the development of digitization, fiber
optics, satellite communication, and the Internet now enables people to communicate
with one another instantaneously. During the cold war days, grandparents in Pennsyl-
vania had to wait several weeks to see a photograph of a new grandchild born in Istan-
bul. Today, however, a photo of the new baby can be taken in Istanbul with a digital
camera, loaded into your laptop computer, and sent via e-mail to the grandparents in a
matter of minutes. With the advent of e-commerce, anyone with a good product, a com-
puter, a telephone, access to the Internet, a website, and a UPS account can become a
potential entrepreneur. Globalization has encouraged the participation of large numbers
of new players in the world markets. It is now possible to enter the global economy vir-
tually overnight, with very little capital outlay, and become a global competitor by the
next afternoon.
New York Times correspondent Thomas Freidman discusses the various dimensions
of globalization in The Lexus and the Olive Tree (1999). He provides an insightll glimpse
into our very rapidly changing world, a world dominated by global business and the rapid
exchange of information. Friedman makes a number of interesting contrasts between the
cold war and post-cold war eras.
The defining symbol of the cold war era was the Berlin Wall, an immovable presence that
functioned to separate people and ideas; the hallmark of globalization, on the other hand, is
the Internet that functions to integrate people by facilitating communication.
The concept of weight has been replaced by speed. During the cold war, the operative ques-
tion was "How big is your missile?'The mantra for the new millenium is "How fast is your
modem?"
The mentality during the cold war was "us" versus "them," but the emerging globalized
world sees all people as competitors.
To make a sports analogy, the cold war era was like two sumo wrestlers trying to knock
each other out of the ring; the era of globalization is like sprinters racing one another con-
tinually to be the first to get their share of global markets.
Clearly, the end of the cold war helped facilitate this new era of globalization, but
it did not, in and of itself, cause it to happen. Several other monumental changes since
the late 1980s also have defined globalization. First, the world has experienced a revo-
lution in computer technology, which has made communication faster and cheaper for
a rapidly growing segment of the world's population. To illustrate, the speed of computers
during the 1990s has doubled every eighteen months, and the space on disks has in-
creased 60 percent every year. Moreover, voice, music, videos, and photos can be dig-
itized and sent cheaply and quickly over fiber-optic cable. Second, fundamental changes
have occurred in the way we invest our money. During the cold war era, investing was
done by the large banks, insurance companies, and investment firms; today it is, to a
much larger degree, in the hands of individuals.At least in the industrialized world, in-
dividuals, not multibillion-dollar firms, are managing their own investments through
mutual funds and 401K pension accounts. The ability to move one's personal invest-
ment funds around has been made even easier by e-trading on the Internet, which elim-
inates the need for a broker. Third, there has been a fundamental change in the flow of
information all over the world. The walls and barriers so prominent during the cold war
era allowed governments to control their populations through systematic control of in-
formation. As recently as the mid-1980s, copy machines in Russia and China were un-
available to anyone other than government officials because they posed a threat to
government monopolies on the flow of information. Today, however, the availability of
"b b @ and
~ wants to
bif he can check &l,Mil:
the Internet permits the spread of ideas (and ideologies) across national boundaries with
little government interference.
It has become a clichC to say that the world is becoming a global village. Rapid
technological developments in transportation and communications in recent decades
have brought the peoples of the world closer together in ways that we could barely imag-
ine just a decade ago. The globalization of many companies has made it difficult to de-
termine the home country of certain brands. Nike running shoes are made in Taiwan,
BMWs are made in South Carolina, and some computer parts are manufactured in as
many as a half-dozen different countries. Swissair has moved its entire accounting de-
partment to Bombay, India, to take advantage of lower labor costs of a highly educated
workforce. Even the Carolina Panthers football team plays in a stadium named after a
Swedish cell phone company. Moreover, businesses in a number of countries are gain-
ing prominence in certain markets. To illustrate, India has become the world's leading
producer of tractors, just as the French have dominated world markets in glass and the
Europeans have taken ownership of most of the publishing industry in the United States.
Unfortunately, despite the growing world interdependency,a concomitant revolution in
cross-cultural understanding among all the peoples of the world has not occurred. And,
of course, no one could argue that we have witnessed any degree of cultural homoge-
nization of world populations. Instead, this rapid globalization of world economies is
making the need for understanding the cultural dimension of our business enterprises
increasingly more imperative, not less. Working, as many of us do today, with ultra high-
speed technology in the world of e-commerce does not absolve us from having to un-
derstand the cultures (values and behaviors) of our customers, suppliers, or business
partners. The cultural differences found in today's world are every bit as important in our
cyber-businesses as they were a mere ten years ago when few people had even heard of
the Internet.
During the nineteenth and much of the twentieth centuries, companies lived or died
by the availability of physical resources, such as steel or plastics, which were used to man-
ufacture their products. Commerce, as we have known it up until a few decades ago, was
largely the exchange of material goods from producer to consumer. With the rapid glob-
alization the world has experienced since the 1980s,however, a major shift has taken place
away from physical commodities toward knowledge. In this new information age that is
developing, it is people and the knowledge they possess that constitute the real competi-
tive advantage. The organizations that will thrive in the twentieth century are those will-
ing and able to mobilize, develop, and reward their key resources: people. They will need
to develop what Robert Rosen refers to as "globally literate leaders,. . . who manage their
own culture and the cultures of others" (2000,24).
How well the United States will fare in this increasingly interdependent world in
the decades to come is not altogether predictable. During the quarter of a century im-
mediately following World War 11, the United States enjoyed unprecedented and un-
paralleled economic success. Our postwar technologies gave rise to products that the
world wanted, and we were very willing and able to supply everything from atomic en-
ergy and microelectronics to Levis and Big Macs. The United States, owing to its tech-
nology, managerial techniques, and investment capital, was in the enviable position of
being the "only game in town." During this period our world market shares were large,
and we enjoyed a healthy balance of payments. Then, in the early 1970s, the trade sur-
pluses that we had enjoyed for so long disappeared, and we began to have trade deficits.
Ironically, it was in 1 9 7 h u r bicentennial year-that our trade accounts moved into
a negative imbalance. The substantial trade deficit of over $9 billion in 1976 has risen
dramatically since then.
Some have argued that this serious, negative trade imbalance is largely the result
of unfair trade practices by some of our trading partners. However we might choose to
explain it, the inescapable conclusion is that we are not selling our goods and services
to the rest of the world as successfully as we did during the past. American businesses
must realize that-despite what may have occurred in the past-the product will no
longer sell itself. Since there are so many good products on the market today, the cru-
cial factor in determining who makes the sale is not so much the intrinsic superiority of
the product but rather the skill of the seller in understanding the dynamics of the trans-
action between oneself and the customer. A large part of that dynamic involves under-
standing the cultural differences and similarities operating in the global marketplace.
Unfortunately, because of our relative success in the past, we are not particularly well
equipped to meet the challenges of the international economic arena during the twen-
ty-first century.
Part of the problem lies in the fact that many U.S. companies, particularly middle-
sized ones, have not attempted to sustain sales and production by venturing into the in-
ternational marketplace. Although there has been an increase during the 1980s in the
number of U.S. firms that export, it remains that fewer than 1 percent of all U.S. com-
panies are responsible for 80 percent of all U.S. exporting activities. Even though most
U.S. corporations have competed successfully in domestic markets, with a unified lan-
guage and business practices, they have not been very adept at coping with the wide
range of different languages, customs, and cultural assumptions found in the interna-
tional business arena. For many of the firms that do enter foreign markets, success has
One of the most eloquent statements of the need for international businesspeople
to become better attuned to other languages and cultures was made by William
Rugh, former U.S. ambassador to Yemen and the United Arab Emirates:
As the U.S. Ambassador to a wealthy country in the Persian Gulf for the past three years,
I saw a constant stream of U.S. company representatives passing through our embassy
on their way to try to sell their goods and services to local importers and local government
officials. In an embarrassing number of cases, the businessman was woefully ignorant of
even the basic rules of successful marketing in the Middle East. Seeing a number of lu-
crative opportunities snatched from us by sawy British or French or Japanese business-
men, who had taken the time to learn about the local culture and even some of the local
language, I realized that some of my compatriates were very naive, and assumed that
the sales pitch that worked in the United States would work anywhere abroad. Not nec-
essarily. Some U.S. firms, which have been doing business in the region for a while, have
learned the ropes, but many have not. (1995)
I
been inconsistent at best. Nowhere is this better illustrated than in the area ofAmericans
!living and working abroad.
Statistics on Americans returning from overseas working assignments before the
end of their contracts vary widely throughout the international business literature. Esti-
mates of attrition rates in the late 1970s ran as high as 65 to 85 percent for certain in-
dustries (Harris 1979,49; Edwards 1978,42). More recent figures, while not as high, still
serve to illustrate how difficult it is for Americans to live and work successfully abroad.
For example, Shari Caudron (1991, 27) cites premature returns of Americans living in
Saudi Arabia to be as high as 68 percent; 36 percent in Japan; 27 percent in Brussels; and
18 percent in London, a city that one would expect most Americans to adjust to easily.
Regardless of whether we are dealing with attrition rates of 68 percent or 18 percent, the
costs are enormous. Considering that it costs a firm between three and five times an em-
ployee's base salary to keep that employee and his or her family in a foreign assignment
(Greengard 1999,106), the financial considerations alone can be staggering. These costs
refer only to premature returns; there is no way of measuring the additional losses incurred
by those firms whose personnel don't become such statistics.Those personnel who stay
in their overseas assignments are frequently operating with decreased efficiency and,
owing to their less than perfect adjustment to the foreign cultural environment, often cost
their firms enormous losses in time, reputation, and successful contracts.
INTERNATIONAL COMPETENCY-A NATIONAL PROBLEM
The situation that has emerged in the 1990s is that as the world grows more interdepen-
dent, we Americans can no longer expect to solve all the world's problems by ourselves,
nor is it possible to declare ourselves immune from them. If our nation is to continue to
be a world leader, we must build deep into our national psyche the need for internation-
al competency-that is, a specialized knowledge of foreign cultures, including profes-
sional proficiency in languages, and an understanding of the major political, economic,
and social variables affecting the conduct of international and intercultural affairs.
At the same time that we are faced with an ever-increasing need for international
competency, the resources our nation is devoting to its development are declining. This
problem is not limited to the area of business. It is, rather, a national problem that affects
many aspects ofAmerican life, including our national security, diplomacy, scientific ad-
vancement, and international political relations, in addition to economics. Future gener-
ations of American businesspeople, however, must be drawn from the society at large, and
it is this society, through its educational institutions, that has not in the past placed cen-
tral importance on educating the general populace for international competence.
When compared with other countries, the United States does not stack up very
well in terms of international or intercultural competence. A Gallup poll conducted for
the National Geographic Society in the late 1980s revealed that Americans between the
ages of eighteen and twenty four scored lower on geographic and cultural knowledge
than did similarly aged young adults in the eight other industrialized nations in the study
(Gallup, 1988). A Department of Education report in 1990 showed that one in six high
school seniors in the United States thought that the Panama Canal shortened travel time
between New York and London. The bad news continues. In a more recent study of 313
students at a major public university in the southwestern part of the United States, Ray-
mond Eve, Bob Price, and Monika Counts (1994) found that only 43 percent were able
to correctly identify Australia as the continent with coastlines on both the Pacific and In-
dian Oceans; only 42 percent correctly placed Libya in North Africa; and fewer than 50
percent knew that Portuguese was the primary language of Brazil. Moreover, the Unit-
ed States continues to be the only country in the world where it is possible to earn a col-
lege degree without taking any courses in a foreign language. Most American university
students in fact graduate without any functional knowledge of a language other than En-
glish.
Given the relatively low priority that international competency has had in our ed-
ucational institutions in recent years, it is not surprising that those Americans who are ex-
pected to function successfully in a multicultural environment are so poorly prepared for
the task. If the international dimension is weak in our general education programs today,
it is even weaker in our business school curricula. To illustrate, in the majority of M.B.A.
programs in the United States, it is still possible to earn a degree without ever taking a
single course in international business.
Although graduate schools in business have increased their international offerings
over the past decade, courses on the cultural environment of international business have
received relatively little attention. This basic neglect of cross-cultural issues in business
education is generally reflected in the attitudes of the international business communi-
ty. To illustrate, in a study of 127 U.S. firms with international operations, respondents
showed very little concern for the cultural dimension of international business. When
asked what should be included in the education of an international businessperson, re-
spondents mentioned-almost without exception--onlytechnical courses. In other words,
very little interest was shown in language, culture, or history of one's foreign business
partners (Reynolds and Rice, 1988, 56). As we enter the new milleniurn, however, evi-
dence suggests that some companies are beginning to take these cultural considerations
more seriously.
However we choose to measure it, Americans are poorly equipped to deal with the
numerous challenges of our changing world. Whether we are talking about language
competence, funding for international education, opportunities for foreign exchange, or
simply the awareness of global knowledge, the inadequacies are real and potentially
threatening to many areas of our national welfare, international business in particular. The
Whenever Westerners believe that other cultures have nothing worthwhile to offer,
they are engaging in a type of cultural arrogance that can be self-defeating, as Pro-
fessor Howard Perlmutter of the Wharton School of Business reminds us: "If you
have a joint venture with a Japanese company, they'll send 24 people here to learn
everything you know, and you'll send one person there to tell them everything you
know. . . ."(Kupfer 1988, 58)
problem referred to in the literature as a national crisis has no easy solution. What is re-
quired initially is broad public awareness of the problem, followed by concerted actions
on a number of fronts.
One way of helping to meet the challenge is by creating a dialogue between (1) peo-
ple whose professions are directly and negatively affected by the problem and (2) cultural
anthropologists, whose major objective is the comparative study of cultural systems. As
a long-overdue corrective, this text focuses on how cultural variations can affect the con-
duct of international business.
C H A P T E R
Culture
and International Business
A Conceptual Approach
As mentioned in Chapter 1, anthropologists do more than simply accumulate and cat-
alog information on the world's exotic and not so exotic cultures. Like other scientists,
they attempt to generate theories about culture that apply to all human populations.
Since it is impossible for any individual to master every cultural fact about every cul-
ture in the world, a more theoretical approach can be instructive; that is, a number of
general concepts about culture can be applied to a wide variety of cross-cultural situ-
ations, regardless of whether one is dealing with Nigerians, Peruvians, or Appalachi-
an coal miners.
In this chapter we explore what is meant-and what is not meant-by the term
culture. In addition to defining this central anthropologicalconcept, we also examine six
important generalizationsconcerning the concept of culture and their significance for the
U.S. businessperson operating in the world marketplace. Being equipped with such gen-
eral concepts can facilitate the adjustment to an unfamiliar cultural environment.
CULTURE DEFINED
In everyday usage, the term culture refers to the finer things in life, such as the fine arts,
literature, and philosophy. Under this very narrow definition of the term, the cultured
person is one who prefers Handel to hard rock; can distinguish between the artistic styles
of Monet and Manet; prefers pheasant under glass to grits and red-eye gravy and twelve-
year-old scotch to beer; and spends his or her leisure time reading Kierkegaard rather than
watching wrestling on television. For the anthropologist, however, the term culture has
a much broader meaning that goes far beyond mere personal refinements. The only re-
quirement for being cultured is to be human. Thus, all people have culture. The scantily
clad Dani of New Guinea is as much a cultural animal as is Isaac Stern. For the anthro-
Culture and International Business 19
pologist, cooking pots, spears, and mud huts are as legitimate items of culture as syrn-
phonies, oil paintings, and great works of literature.
The term culture has been defined in a variety of ways. Even anthropologists,who
claim culture as their guiding conceptual principle, do not agree on a single definition
of the term. In fact, A. L. Kroeber and C. Kluckhohn (1952) identified over 160 differ-
ent definitions of culture. One of the earliest widely cited definitions, offered by Edward
Tylor over a 125 years ago, defined culture as "that complex whole which includes knowl-
edge, belief, art, morals, law, custom, and any other capabilities and habits acquired by
man as a member of society" ( 1 871, 1). More recently, Clyde Kluckholn and W. H. Kelly
have referred to culture as "all the historically created designs for living, explicit and
implicit, rational, irrational, and nonrational, which exist at any given time as potential
guides for the behavior of men" (1945, 97). M. J. Herskovits spoke of culture as being
"the man made part of the environment" (1955,305),and James Downs defined culture
as being "a mental map which guides us in our relations to our surroundings and to other
people" (1971,35).
Running the risk of adding to the confusion, here is still another definition: Cul-
ture is everything that people have, think, and do as members of their society. The three
verbs in this definition (have, think, and do) can help us identify the three major struc-
tural components of the concept of culture; that is, for a person to have something, some
material object must be present. When people think,ideas, values, attitudes, and beliefs
are present. When people do,they behave in certain socially prescribed ways. Thus, cul-
ture is made up of ( 1 ) material objects; (2) ideas, values, and attitudes; and (3) norma-
tive, or expected, patterns of behavior.
The final phrase of our working definition, "as members of their society," should
serve as a reminder that culture is shared by at least two or more people. Real, live soci-
eties are of course always larger than that. In other words, there is no such thing as the
Anthropologist Hendrick Serrie has provided an excellent example of how an an-

thropological understanding of local cultural patterns in southern Mexico prevent-
ed the costly mistake of mass producing a solar cooker developed for this area
(1986, xvi-xvii). Designed to reduce the use of firewood for cooking by encourag-
ing the use of solar energy, these solar stoves, with the assistance of a four-foot
parabolic reflector, produced levels of heat comparable to a wood fire. Although
initial demonstrations of the cooker caught the interest of the local people, a num-
ber of cultural features militated against the widespread acceptance of this tech-
nological device.To illustrate, (1) the major part of the cooking in this part of Mexico
is done early in the morning and in the early evenings, at those times when solar
radiation is at its lowest level, and (2) although the solar stove was very effective
for boiling beans and soup, it was inadequate for cooking tortillas, a basic staple in
the local diet.Thus, for these and other cultural reasons, it was decided not to mass
produce and market the solar cookers because, even though the cooker worked well
technically, it made little sense culturally.
20 Culture and International Business
culture of a hermit. If a solitary individual thinks and behaves in a certain way, that
thought or action is idiosyncratic, not cultural. For an idea, a thing, or a behavior to be
considered cultural, it must be shared by some type of social group or society.
In addition to this working definition, a number of features of the concept of cul-
ture should be made explicit. In the remainder of this chapter, we briefly examine these
features that hold true for all cultures, and discuss why they are valuable insights into the
cultural environment of international business.
CULTURE IS LEARNED
Culture is transmitted through the process of learning and interacting with one 5 envi-
ronment, rather than through the geneticprocess. Culture can be thought of as a storehouse
of all the knowledge of a society. The child who is born into any society finds that the prob-
lems that confront all people have already been solved by those who have lived before. For
example, material objects, methods for acquiring food, language, rules of government,
forms of marriage, and systems of religion have already been discovered and are knc-
tioning within the culture when a child is born. If a male child is born into a small coun-
try village in Spain, for example, during his lifetime he will likely acquire his food by
farming, pay allegiance to the Spanish government, enjoy bullfighting, and be a Catholic.
If a male child is born into an East African herding society, in contrast, he will probably
acquire his food from his cattle, obey the laws of his elders, spend his leisure time telling
tribal folktales, and worship his ancestors as gods. Although these children will grow up
to behave quite differently, one basic principle concerning culture is clear: Both children
were born into an already existing culture. Each child has only to learn the various solu-
tions to these basic human problems that his culture has set down for him. Once these so-
lutions are learned, behavior becomes almost automatic. In other words, culture is passed
on from one generation to another within a society. It is not inborn or instinctive.
If the power of cultural learning needs documentation, one only has to cite the
cases of extremely isolated children. Today, there are a number of tragic yet well-docu-
mented instances of infants who have been shut away in closets or attics with only the
barest minimum of human contact during their formative years. One such case was that
of Anna, who at nearly six years of age was found tied to a chair in the attic of her grand-
father's house in a condition that was barely human. According to Kingsley Davis, "She
had no glimmering of speech, absolutely no ability to walk, no sense of gesture, not the
least capacity to feed herself. . . and no comprehension of cleanliness" (1947,434). At
age eight and a half, after spending three years in a home for retarded children, Anna had
made dramatic progress in developing human characteristics. She could bounce and catch
a ball, she had become toilet trained, she could feed and dress herself, and she had de-
veloped a speech proficiency of about a normal two-year-old.
Since Anna had received virtually no socialization or meaningful human inter-
action during the first six years of her life, her early motor and mental retardation was
clearly the direct result of this human deprivation. She had few, if any, opportunities
to learn her culture. In the absence of such learning, infants cannot hope to develop into
Culture and InternationalBusiness 21
The learned nature of culture is dramatically illustrated by Amram Scheinfeld, who

writes of an American-Chinese man:
Fung Kwok Keung, born Joseph Rhinehart (of German-Americanstock), who, at the age
of two, was adopted by a Chinese man on Long Island and three years later taken to
China, where he was reared in a small town (Nam Hoy, near Canton) with the family of
his foster father until he was 20. Returning then to New York (in 1928), he was so com-
pletely Chinese in all but appearance that he had to be given "Americanization" as well as
English lessons to adapt him to his new life. A few years later, after the outbreak of World
War II, he was drafted into the American army and sent to Italy. In many ways he was
alien to the other American soldiers and tried continuously to be transferred to service in
China, but army red tape held him fast in Italy until the war's end. Back again in New York,
Rhinehart-Fung at this writing works as a compositor on a Chinese newspaper (an intri-
cate job which few but Chinese could handle), and stills speaks English very imperfectly,
with a Chinese accent. (1950, 505)
functioning humans. The significance of this tragic case demonstrates how little one's
biological resources, when taken alone, can contribute to one's humanness.
Despite the enormous variations in the details of cultures throughout the world, all
people acquire their culture through the same process: learning. It is sometimes easy to
fall into the trap of thinking that since the Australian Bushman and the Central African
Pygmy do not know what we know, they must be childlike, ignorant, and generally in-
capable of learning. These primitives, the argument goes, have not learned about calcu-
lus, Shakespeare, or the Los Angeles Dodgers because they are not as intelligent as we
are. Yet no evidence whatsoever suggests even remotely that people in some cultures are
less efficient learners than people in other cultures. What the comparative study of cul-
ture does tell us is that people in different cultures learn different cultural content-that
is, different ideas, values, behavior patterns, and so on-and they learn that content every
bit as efficiently as anyone else. For example, despite the inability of the average Kikuyu
of East Africa to solve a problem by using differential equations, they would be able to
recite exactly how they are related (step by step) to a network of hundreds of kinspeo-
ple. Kikuyu farmers have mastered what to us is a bewildering amount of kinship infor-
mation because their culture places great emphasis on such knowledge if the rather
complex Kikuyu marriage and kinship system is to work. The Bushman hunters in Namib-
ia are at ease in determining which direction the wounded impala traveled when the herd
they have been tracking split and went in two different directions. Such a problem for them
is certainly no harder to solve than a typical verbal problem found on the S.A.T. exam:
"A is to B as B is to?' And it is more relevant to their everyday survival. Hence, people
from different cultures learn those things that contribute to adjusting to their particular
environments.
This notion that culture is acquired through the process of learning has several im-
portant implications for the conduct of international business. First, such an understanding
can lead to greater tolerance for cultural differences, a prerequisite for effective inter-
cultural communication within a business setting. Second, the learned nature of culture
Even though these children have very different life styles from children in the
United States, they acquire their culture through the same process-learning.
serves as a reminder that since we have mastered our own culture through the process of
learning, it is possible (albeit more difficult) to learn to function in other cultures as well.
Thus, cross-cultural expertise for Western businesspeople can be accomplished through
effective training programs. Finally, the learned nature of culture leads us to the in-
escapable conclusion that foreign workforces, although perhaps lacking certain job-re-
lated skills at the present time, are perfectly capable of learning those skills in the future,
provided they are exposed to culturally relevant training programs.
CULTURE INFLUENCES BIOLOGICAL PROCESSES
If we stop to consider it, the great majority of our conscious behavior is acquired through
learning and interacting with other members of our culture. Even those responses to our
purely biological needs (eating, coughing, defecating) are frequently influenced by our
cultures. For example, all people share a biological need for food. Unless a minimum num-
ber of calories is consumed, starvation will occur; therefore, all people eat. But what we
eat, how often and, how much we eat, with whom we eat, and according to what set of rules
are all regulated, at least in part, by our culture.
Clyde Kluckhohn, an anthropologist who spent many years in Arizona and New
Mexico studying the Navajo, provides us with a telling example of how culture affects
biological processes:
I once knew a trader's wife in Arizona who took a somewhat devilish interest in producing
a cultural reaction. Guests who came her way were often served delicious sandwiches filled
with a meat that seemed to be neither chicken nor tuna fish yet was reminiscent of both. To
queries she gave no reply until each had eaten his fill. She then explained that what they had
eaten was not chicken, not tuna fish, but the rich, white flesh of freshly killed rattlesnakes.
The response was instantaneous-vomiting, often violent vomiting. A biological process is
caught into a cultural web. (1968,25-26)
This is a dramatic illustration of how culture can influence biological processes. In fact,
in this instance, the natural biological process of digestion was not only influenced but
also was reversed. A learned part of our culture (the idea that rattlesnake meat is a re-
pulsive thing to eat) actually triggered the sudden interruption of the normal digestive pro-
cess. Clearly, there is nothing in rattlesnake meat that causes people to vomit, for those
who have internalized the opposite idea-that rattlesnake meat should be eaten- have
no such digestive tract reversals.
The effects of culturally produced ideas on our bodies and their natural processes
take many different forms. For example, instances of the voluntary control of pain reflexes
are found in a number of cultures throughout the world. Among the nineteenth-century
Cheyenne nation, as part of the religious ceremony known as the Sun Dance, young men
were taught that self-inflicted pain was a way to achieve supernatural visions. One pop-
ular method of self-torture was to remain suspended from the top of a high pole, supported
only by leather thongs attached to wooden skewers inserted under the skin of the chest
or back. The Cheyenne believed that by remaining in what must have been an excruciat-
ingly painful position for long periods of time without showing signs of pain, the young
men were able to communicate more directly with the deity. The ritual firewalkers from
Fiji are similarly motivated to control pain reflexes voluntarily, for they believe that the
capacity to not show pain brings people closer to those supernatural forces that control
their lives. The ethnographic examples are too numerous to cite, but whether we are look-
ing at Cheyenne men engaged in the Sun Dance ceremony, Fiji firewalkers, or U.S. women
practicing the Lamaze Cpsychoprophylactic) method of childbirth, the principle is the
same: People learn ideas from their cultures that when internalized can actually alter the
experience of pain. In other words, a component of culture (that is, ideas) can channel
or influence biologically based pain reflexes.
Those nontangible parts of culture, composed of ideas, values, beliefs, and so on,
can have powerful effects on the human body. For anyone familiar with the pages of Na-
tional Geographic, the variety of forms of bodily mutilation found throughout human pop-
ulations is vast. People alter their bodies because their cultures teach them that to do so
will make them more attractive, healthier, or more socially acceptable. For instance,
women in the Padaung tribe in Burma elongate their necks by wearing large numbers of
steel neck rings; Masai men and women in East Africa put increasingly larger pieces of
wood through their earlobes, thereby creating loops in their ears; men in New Guinea put
bones through their noses; traditional Chinese women had their feet tightly bound as
young girls to retard the growth of their feet; Nubians in the Sudan scar their faces and
bodies in intricate geometric designs; Pacific Islanders practice elaborate body tattooing;
and the Kikuyu of Kenya circumcise both men and women as part of the rite of passage
into adulthood. It has even been reported that a group of people living between Canada
and Mexico engage in the somewhat barbaric practice of putting holes in their earlobes
for the purpose of hanging pieces of jewelry from them. And they practice this type of
bodily mutilation for the very same reason that people tattoo their bodies, scar their faces,
or put bones through their noses-because their cultures teach them that it is the ac-
ceptable thing to do.
The effects that cultural ideas have on our bodies and our bodily processes are not
always as benign as the piercing of ears. For example, many of the forms of bodily mu-
tilation-such as circumcision, tattooing, and scarification-can have deleterious effects
on one's health, such as the spread of infection. As reported by W. Cannon (1942), indi-
viduals whose cultures include witchcraft can be so thoroughly convinced that they are
being bewitched that the resulting severe disturbances of bodily functioning end in death.
In the United States it has been suggested that a possible explanation for the greater in-
cidence of urinary tract infections among women is that, for purely social purposes, they
avoid urinating more than do men, thereby causing greater stress on the bladder and the
greater likelihood of infection. Moreover, the cultural idea of associating slimness with
feminine attractiveness in the United States, when taken to excess, can lead to the life-
threatening condition of anorexia.
The basic anthropological notion that culture channels biological processes can
provide some important insights for the international businessperson when confront-
ed with cross-cultural managerial or marketing problems. For example, in Bombay
such a concept should be a reminder not to serve beef noodle soup in the company
cafeteria, for to do so might cause a mass exodus to the infirmary. Or if we know that
strongly held cultural beliefs in, for example, witchcraft can produce physiological
maladies that can render the normally efficient worker dysfunctional, it would be rea-
sonable for the company to have in its employ a local ritual specialist capable of coun-
teracting the witchcraft. It is interesting to speculate if there would have been an infant
formula controversy had Western manufacturers of this product understood the con-
nection between low-level technology in third-world cultures (lack of unpolluted water,
fuel supplies, and refrigeration) and the high mortality rates among those infants using
the formula.
CULTURAL UNIVERSALS
All cultures of the world--despite many dzfferences-face a number of common prob-

lems and share a number of common features, which we call cultural universals. Even
the most casual perusal of an introductory textbook in cultural anthropology leads us to
the inescapable conclusion that there are many societies with their own unique cultures.
The determination of how many different cultures exist today depends largely on how one
defines the problem, a definitional question on which there is hardly consensus among
the world's anthropologists. We can get a rough approximation of world cultural varia-
tion by realizing that approximately 850 separate and distinct cultures (speaking mutu-
ally unintelligible languages) are on the continent of Africa alone. Rather than being
Here are two examples of

how cultural ideas
concerning beauty affect
how women adorn
themselves.
preoccupied with the precise number of cultures in the world at any one time, we should
emphasize the significance of the variability; that is, the great number of differences be-
tween cultures illustrates how flexible and adaptable humans are in relation to other an-
imals, for each culture has arrived at different solutions to the universal human problems
facing all societies.
As we encounter the many different cultural patterns found throughout the world,
there is a natural tendency to become overwhelmed by the magnitude of the differences
and overlook the commonalities. Even anthropologists, when describing "their people,"
tend to emphasize the uniqueness of the culture and only infrequently look at the sim-
ilarities between cultures. But all societies, if they are to survive, are confronted with
fundamental universal needs that must be satisfied. When cultures develop ways of
meeting these needs, general cultural patterns emerge. At a very concrete level, differ-
ences in the details of cultural patterns exist because different societies have developed
different ways of meeting these universal societal needs. Yet at a higher level of ab-
straction, a number of commonalities exist because all cultures have worked out solu-
tions to certain problems facing all human populations. Let's briefly examine the needs
that all cultures must satisfy and the universal cultural patterns that emerge to satisfy
these needs.
Economic Systems
One of the most obvious and immediate needs of a society is to meet the basic
physiological requirements of its people. To stay alive, all humans need a certain mini-
mal caloric intake, potable water, and, to varying degrees, protection from the elements
in terms of clothing and shelter. No societies in the world have access to an infinite sup-
ply of such basic resources as food, water, clothing, and housing materials. Since these
commodities are always in finite supply, each society must develop systematic ways of
producing, distributing, and consuming these essential resources. Thus, each society
must develop an economic system.
To illustrate this principle of cultural universals, we can look at one component
of economic systems-namely, forms of distribution. Besides working out patterned
ways of producing basic material goods (or procuring them from the immediate envi-
ronment), all societies must ensure that these goods are distributed to all those members
of the society whose very survival depends on receiving them. In the United States,
most goods and services are distributed according to the capitalistic mode, based on
the principle of "each according to his or her capacity to pay." In such socialist coun-
tries as the People's Republic of China, Albania, and Cuba, goods and services are dis-
tributed according to another quite different principle-that is, "each according to his
or her need."
These two well-known systems of distribution hardly exhaust the range of possi-
bilities found in the world. The Pygmies of Central Africa distribute goods by a system
known as "silent barter," in which the trading partners, in an attempt to attain true re-
ciprocity, avoid face-to-face contact during the exchange. The Bushmen of present-day
Namibia distribute the meat of an animal killed in the hunt according to the principle of
kinship- each share of meat is determined by how one is related to the hunter. But what-
ever particular form the system of distribution might take, there are no societies-at least
not for long-that have failed to work out and adhere to a well-understood and system-
atic pattern of distribution.
Marriage and Family Systems
For a society to continue over time, it is imperative that it work out systematic pro-
cedures for mating, child rearing, and education. If it fails to do this, it will die in a very
short time. No society permits random mating, for all societies have worked out rules for
determining who can marry whom, under what conditions, and according to what pro-
cedures. All societies, in other words, have patterned systems of marriage. And since
human infants (as compared with the young of other species) have a particularly long pe-
riod of dependency on adults, every society needs to work out systematic ways of meet-
ing the needs of dependent children. If the basic needs of dependent children are not
satisfied, they simply will not survive to adulthood; consequently, the very survival of the
society is in jeopardy. Thus, we can say that all societies have patterns of child rearing
and family institutions.
Educational Systems
Along with ensuring that the basic physical needs of the child are met, a society
must see to it that the children learn the way of life of the society. Rather than expecting
each new child to rediscover for himself or herself all the accumulated knowledge of the
past, a society must have an organized way of passing on its cultural heritage from one
generation to another. This universal societal need for cultural transmission gives rise to
some form of educational system in every society.
Social Control Systems
If groups of people are to survive, they must develop some established ways of
preserving social order; that is, all societies must develop mechanisms that will en-
sure that most of the people obey most of the laws most of the time. If this need is not
met, people will violate each other's rights to such an extent that anarchy will prevail.
Certainly, different societies meet this need for social order in different ways. In the
United States, behavior control rests on a number of formal mechanisms, such as a
written constitution; local, state, and federal laws; and an elaborate system of police,
courts, and penal institutions, among other things. Many small-scale, technologically
simple societies have less formal means of controlling the behavior of their members.
Regardless of the specific methods used, one thing is certain: Every society has a sys-
tem for coercing people to obey the social rules, and these are called social control
systems.
Supernatural Belief Systems
All societies have a certain degree of control over their social and physical envi-
ronments. All people in a society can understand and predict a number of things. For ex-
ample, a heavy object when dropped into a lake will sink to the bottom; if I have $5 and
give you $2, I will have only $3 left; the sun always rises in the east and sets in the west.
However, we cannot explain or predict with any degree of certainty many other things: Why
does a child develop a fatal disease, but the child's playmate next door does not? Why do
tornadoes destroy some houses and leave others unharmed? Why do safe drivers die in auto
accidents and careless drivers do not? Such questions have no apparent answers, for they
cannot be explained by our conventional systems of justice or rationality. Therefore, so-
cieties must develop supernatural belief systems for explaining these unexplainable oc-
currences. The way people explain the unexplainable is to rely on various types of
supernatural explanations such as magic, religion, witchcraft, sorcery, and astrology.
Thus, despite the great variety in the details of cultural features found throughout
the world, all cultures, because they must satisfy certain universal needs, have a number
of traits in common. This basic anthropological principle, known as cultural universals,
can be an important tool for helping international businesspeople more fully understand
and appreciate culturally different business environments. Greater empathy for cultural
differences-a necessary if not sufficient condition for increased knowledge--can be
attained if we can avoid concentrating solely on the apparent differences between cultures
but appreciate their underlying commonalities as well. According to Richard Robinson,
The successful international manager is one who sees and feels the similarity of structure of all
societies. The same set of variables are seen to operate, although their relative weights may be
very different. This capacity is far more important than possession of specific area expertise,
which may be gained quite rapidly if one already has an ability to see similarities and ask the
right questions--thosethat will provide the appropriate values or weights for the relevant vari-
ables. Such an individual can very quickly orient himself on the socioculturalmap. (1983,127)
In other words, we will be less likely to prejudge or be critical of different practices, ideas,
or behavior patterns if we can appreciate the notion that they represent different solutions
to the same basic human problems facing all cultures of the world, including our own.
CULTURAL CHANGE
All cultures experience continual change. Any anthropological account of the culture of
any society is a type of snapshot view of one particular time. Should the ethnographer
return several years after completing a cultural study, he or she would not find exactly
the same situation, for no culture remains completely static year after year. Early twen-
tieth-century anthropologists-particularly those of the structural/functiona1 orienta-
tion-tended to de-emphasize cultural dynamics by suggesting that some societies were
in a state of equilibrium in which the forces of change were negated by those of cultur-
al conservatism. Although small-scale, technologically simple, preliterate societies tend
to be more conservative (and thus change less rapidly) than modern, industrialized, high-
ly complex societies, it is now generally accepted that, to some degree, change is a con-
stant feature of all cultures.
Students of culture change recognize that cultural innovation (the introduction of
new thoughts, norms, or material items) occurs as a result of both internal and external
forces. Mechanisms of change that operate within a given culture are called discovery and
invention. Despite the importance of discovery and invention, most innovations intro-
duced into a culture are the result of borrowing from other cultures. This process is known
as cultural dzfusion, the spreading of cultural items from one culture to another. The im-
portance of cultural borrowing can be better understood if viewed in terms of economy
of effort: Borrowing someone else's invention or discovery is much easier than discov-
ering or inventing it all over again. Anthropologists generally agree that as much as 90
percent of all things, ideas, and behavioral patterns found in any culture had their origins
elsewhere. Individuals in every culture, limited by background and time, can get new
ideas with far less effort if they borrow them. This statement holds true for our own cul-
ture as well as other cultures, a fact that Americans frequently tend to overlook.
Since so much cultural change is the result of diffusion, it deserves a closer ex-
amination. Keeping in mind that cultural diffusion varies considerably from situation to
situation, we can identify certain regularities that will help us make some general state-
ments that hold true for all cultures.
First, cultural diffusion is a selectiveprocess. Whenever two cultures come into con-
tact, each does not accept everything indiscriminately from the other. If they did, the vast cul-
tural differences that exist today would have long since disappeared. Rather, items will be
borrowed from another culture only if they prove to be useful andlor compatible. For example,
we would not expect to see the diffusion of swine husbandry from the United States to Saudi
Arabia, the predominant Muslim population of which holds a strong dietary prohibition on
pork. Similarly, polyandry (the practice of a woman having two or more legal husbands at
a time) is not likely to be borrowed by the United States because of its obvious lack of fit
with other features of mainstream American culture. Successful idternationalmarketing re-
quires an intimate knowledge of the cultures found in foreign markets to determine if, how,
and to what extent specific products are likely to become accepted by these foreign cultures.
According to a study by Everett Rogers (197 1,22-23), the rapidity with which an
innovation is adopted--or, indeed, whether it will be adopted at all-is affected by the
following five variables:
1 . Relative advantage: the extent to which an innovation is thought to be superior to whatever it

replaces
2. Compatibility: the extent to which an innovation is perceived to be congruous with the ex-
isting cultural values, attitudes, behavior patterns, and material objects
Culture historian Ralph Linton reminds us of the enormous amount of cultural bor-
rowing that has taken place in order to produce the complex culture found in the
United States:
Our solid American citizen awakens in a bed built on a pattern which originated in the
Near East but which was modified in Northern Europe before it was transmitted to Amer-
ica. He throws back covers made from cotton, domesticated in India, or linen, domesticated
in the Near East, or wool from sheep, also domesticated in the Near East, or silk, the use
of which was discovered in China. All of these materials have been spun and woven by
processes invented in the Near East. He slips into his moccasins, invented by the lndians
of the Eastern woodlands, and goes to the bathroom, whose fixtures are a mixture of Eu-
ropean and American inventions, both of recent date. He takes off his pajamas, a gar-
ment invented in India, and washes with soap ihented by the ancient Gauls. He then
shaves, a masochistic rite which seems to have been derived from either Sumer or an-
cient Egypt.
Returning to the bedroom, he removes his clothes from a chair of southern European
type and proceeds to dress. He puts on garments whose form originally derived from the
skin clothing of the nomads of the Asiatic steppes, puts on shoes made from skins
tanned by a process invented in ancient Egypt and cut to a pattern derived from the
classical civilizations of the Mediterranean, and ties around his neck a strip of bright-col-
ored cloth which is a vestigial survival of the shoulder shawls worn by the seventeenth-
century Croatians. Before going out for breakfast he glances through the window, made
of glass invented in Egypt, and if it is raining puts on overshoes made of rubber dis-
covered by the Central American lndians and takes an umbrella, invented in south-
eastern Asia. Upon his head he puts a hat made of felt, a material invented in the Asiatic
steppes.
On his way to breakfast he stops to buy a paper, paying for it with coins, an ancient
Lydian invention. At the restaurant a whole new series of borrowed elements confronts
him. His plate is made of a form of pottery invented in China. His knife is of steel, an alloy
first made in southern India, his fork a medieval Italian invention, and his spoon a deriva-
tive of a Roman original. He begins breakfast with an orange, from the eastern Mediter-
ranean, a canteloupe from Persia, or perhaps a piece of African watermelon. With this
he has coffee, an Abyssinian plant, with cream and sugar. Both the domestication of
cows and the idea of milking them originated in the Near East, while sugar was first made
in India. After his fruit and first coffee he goes on to waffles, cakes made by a Scandi-
navian technique from wheat domesticated in Asia Minor. Over these he pours maple
syrup, invented by the lndians of the Eastern woodlands. As a side dish he may have the
egg of a species of bird domesticated in Indo-China, or thin strips of the flesh of an ani-
mal domesticated in Eastern Asia which have been salted and smoked by a process de-
veloped in northern Europe.
When our friend has finished eating he settles back to smoke, an American Indian
habit, consuming a plant domesticated in Brazil in either a pipe, derived from the In-
dians of Virginia, or a cigarette, derived from Mexico. If he is hardy enough he may even
attempt a cigar, transmitted to us from the Antilles by way of Spain. While smoking he
reads the news of the day, imprinted in characters invented by the ancient Semites
upon a material invented in China by a process invented in Germany. As he absorbs
the accounts of foreign troubles he will, if he is a good conservative citizen, thank a He-
brew deity in an Indo-European language that he is 100 percent American. (1936,
326-27).
3. Complexity: the ease with which an innovation can be understood and utilized
4. Trialability:the degree to which an innovation can be tested on a limited basis
5. Observability:the extent to which people in the society can see the positive benefits of the
innovation
Put another way, an innovation is most likely to be diffused into a recipient culture if (1)
it is seen to be superior to what already exists, (2) it is consistent with existing cultural
patterns, (3) it is easily understood, (4) it can be tested on an experimental basis, and (5)
its benefits are clearly visible to a relatively large number of people. These five variables
should be considered by international business strategists when considering the intro-
duction of new marketing or managerial concepts into a foreign culture.
Second, cultural borrowing is a two-way process. Early students of change believed
that contact between "primitive" societies and "civilized" societies caused the former to
accept traits from the latter. This position was based on the assumption that the "inferi-
or" primitive societies had nothing to offer the "superior" civilized societies. Today, how-
ever, anthropologists would reject such a position, for it has been found time and again
that cultural traits are diffused in both directions.
European contact with Native Americans is a case in point. Native Americans, to
be certain, have accepted a great deal from Europeans, but diffusion in the other direc-
tion has been significant. For example, it has been estimated that those crops that make
up nearly half of the world's food supply were originally domesticated by Native Amer-
ican (Driver 1961,584). These include corn, beans, squash, sweet potatoes, and the so-
called Irish potato. Native Americans have given the world such articles of clothing as
woolen ponchos, parkas, and moccasins, not to mention American varieties of cotton, a
material used widely throughout the world for making clothing. Even the multibillion-
dollar pharmaceutical industry in the Western world continues to produce and market
commercial drugs first discovered by Native Americans, including such painkillers as co-
caine and novacaine, anesthetics, quinine, and laxatives.
Third, very infrequently are borrowed items ever transferred into the recipient cul-
ture in exactly their original form. Rather, new ideas, objects, or techniques are usually
reinterpreted and reworked so that they can be integrated more effectively into the total
configuration of the recipient culture. Lowell Holmes has offered an illuminating ex-
ample of how the form of a particular innovation from Italy (pizza) has been modified
after its incorporation into U.S. culture:
Originally, this Italian pie was made with mozzarella or scamorza cheese, tomatoes, high-
ly spiced sausage, oregano spice, and a crust made of flour, water, olive oil and yeast. Al-
though this type of pizza is still found in most eastern cities, and in midwestern ones as
well, in many cases the dish has been reinterpreted to meet midwestern taste preferences for
bland food. Authentic Italian pizza in such states as Kansas, Missouri, Iowa, Nebraska, or
the Dakotas is often considered too spicy; therefore, it is possible to purchase in restaurants
or in supermarkets pizzas that are topped with American process cheese, have no oregano
at all, and in place of spiced sausage, hamburger or even tuna fish rounds out the Ameri-
canized version. In many home recipes, the crust is made of biscuit mix.Although the Ital-
ians would hardly recognize it, it still carries the name pizza and has become extremely
popular. (1971,36142)
Sometimes the reinterpretationprocess invoives a change in function but not form.

While conducting fieldwork in East Africa, I observed an example of how the function
of an object from one culture can be changed upon adoption into a recipient culture. The
Masai, not unlike some other ethnic groups in Kenya and Tanzania, practice the custom
of piercing their earlobes and enlarging the hole by inserting increasingly larger pieces
of wood until a loop of skin is formed. One group of Masai, rather than stretching out
their earlobes with pieces of wood, used instead flashlight batteries obtained from the Unit-
ed States. Although the form of the batteries remained unchanged, the function was def-
initely reinterpreted.
Fourth, some cultural traits are more easily diffused than others. By and large, tech-
nological innovations are more likely to be borrowed than are social patterns or belief sys-
tems, largely because the usefulness of a particular technological trait can be recognized
quickly. For example, a man who walks five miles each day to work quickly realizes that
an automobile can get him to work faster and with far less effort. It is much more diffi-
cult, however, to convince a Muslim to become a Hindu or an American middle-class busi-
nessperson to become a socialist.
It is important for the international businessperson to understand that to some de-
gree all cultures are constantly experiencing change. The three basic components of
culture (things, ideas, and behavior patterns) can undergo additions, deletions, or mod-
ifications. Some components die out, new ones are accepted, and existing ones can be
changed in some observable way. Although the pace of culture change varies from so-
ciety to society, when viewing cultures over time, there is nothing as constant as change.
This straightforward anthropological insight should remind the international busi-
nessperson of the following: (1) Any cultural environment today is not exactly the same
as it was last year or will be one year hence; the cultural environment therefore needs
constant monitoring. (2) Despite a considerable lsick of fit between the culture of a U.S.
corporation operating abroad and its overseas workforce, the very fact that cultures do
change provides some measure of optimism that the cultural gap can eventually be
closed.
Moreover, the notion of cultural diffusion has important implications for the con-
duct of international business. Whether one is attempting to create new markets abroad
or instill new attitudes and behaviors in a local workforce, understanding that cultural dif-
fusion is selective is imperative.To know with some degree of predictability which things,
ideas, and behaviors are likely to be accepted by a particular culture, those critical vari-
ables affecting diffusion-such as relative advantage, compatibility, and observability-
should be understood.
The concept that cultural d i f b i o n is a two-way process should help interna-
tional managers be more receptive to the idea thht the corporate culture, as well as the
local culture, may change. The local culture may in fact have a good deal to offer the
corporate culture, provided the corporate culture is open to accepting these new cul-
tural features.
An understanding that cultural diffusion frequently involves some modification of
the item is an important idea for those interested in creating new product markets in other
cultures. To illustrate, before a laundry detergent-normally packaged in a green box in
Most culture change occurs through a process of diffusion.
the United States-would be accepted in certain parts of West Africa, the color of the
packaging would need to be changed because the color green is associated with death in
certain West African cultures.
Also, the idea that some components of culture are more readily accepted than oth-
ers into different cultural environments should at least provide some general guidelines
for assessing what types of changes in the local culture are more likely to occur. By as-
sessing what types of things, ideas, and behavior have been incorporated into a culture
in recent years, strategic planners should better understand the relative ease or difficul-
ty involved in initiating changes in consumer habits or workplace behavior.
So far we have examined how an understanding of the concept of culture change
can facilitate the management of change that will inevitably occur in both the U.S. cor-
porate culture operating abroad and the local indigenous culture. Such theoretical un-
derstanding, however, does not relieve the corporation of its ethical responsibilities for
influencing change in the most humane and nondestructive fashion. The creation of new
markets solely for the sake of increasing markets, with no concern for the effects of those
products on the local populations, is absolutely indefensible. Likewise, an overly heavy-
handed approach in coercing local workers to change their attitudes and behaviors is
both unethical and is likely to be counterproductiveas well. In short, any conceptual un-
derstanding about culture change carries with it the very strong imperative that it be ap-
plied in an ethical manner and with a genuine concern for the well-being of the people
whose culture is being changed.
ETHNOCENTRISM
All cultures-to one degree or another-display ethnocentrism, which is perhaps the

greatest single obstacle to understanding another culture. Ethnocentrism-literally "cul-
ture centered," is the tendency for people to evaluate a foreigner's behavior by the stan-
dards of their own culture and to believe that their own culture is superior to all others.
Since our own culture is usually the only one we learn (or at least the first), we take our
culture for granted, assuming that our behavior is correct and all others are wrong. The
extent to which ethnocentrism pervades a culture is clearly seen in our history textbooks.
Consider, for example, the historic event of the Holy Wars between the Christians and the
Muslims during the Middle Ages. In our textbook accounts of the wars, we refer to the
Christians as crusaders and the Muslims as religious fanatics. Yet if we read the Islamic
accounts of the wars, the terms crusaders andfanatics would be reversed.
A similarly poignant illustration of ethnocentric interpretations of the same his-
toric events became apparent to me when I was doing fieldwork among the Kikuyu of
Kenya and read approximately sixty years of colonial reports from the Kenya National
Archives. The British District Commissioners, when describing any Kikuyu involved in
the so-called Mau Mau rebellion of the 1950s, consistently used the term terrorist. How-
ever, when Kikuyu informants were asked about their lives during the 1950s, they would
respond proudly that they were freedom fighters. Quite obviously, the connotations of
these two terms are radically different. In this instance, both the British officials and the
Kikuyu were seeing these tragic historical events from their own narrow cultural per-
spective.
No society has a monopoly on ethnocentrism, for it is found in all societies. Every
society with its own distinct culture has the tendency to refer to themselves as "us" and
everyone else as "them." People come to feel that they are the center of the world, and
everyone and everything revolves around them. For example, there are a number of non-
Western societies whose name for themselves means "man" or "people:' the implication
being that all outsiders are somewhat less than human. The ancient Chinese felt that un-
less a person spoke Chinese and observed Chinese customs, he or she was a barbarian.
The Masai of East Africa have long felt that their god had given them all the cattle in the
world. Whenever they encountered non-Masai with cattle, they felt perfectly justified in
taking them back, thinking they must have been acquired illegally.
Sometimes our own ethnocentrism can startle us when we find ourselves in a dif-
ferent cultural setting. A particularly revealing episode occurred when an American vis-
Sharon Ruhley tells a rather humorous story of ethnocentrism:

Two U.S. tourists in Germany.. .were traveling on a public bus when one of them sneezed.
A German turned around and said, sympathetically, "Gesundheit."The U.S. tourist com-
mented, "How nice that he speaks English." If the German understood the comment, he
may have had reason to question the tourist's intellect. (1982, 29)
ited a Japanese classroom for the first time. On the wall of the classroom was a brightly
colored map of the world. But something was wrong: directly in the center of the map
(where he had expected to see the United States) was Japan. To his surprise, the Japanese
did not view the United States as the center of the world.
A fundamental assumption of ethnocentric people is that their way of doing things
is right, proper, and normal and those ways practiced by culturally different people are
wrong and inferior. Such a blanket condemnation of cultural differences prevents us from
seeing that other people view our customs as equally strange and irrational. For exam-
ple, people in the United States think of themselves as being particularly conscious of
cleanliness.As a nation we probably spend more money per capita on a whole host of com-
mercial products designed to make ourselves and our environments clean, hygienic, and
odor free. Yet a number of practices found in the United States strike people in other
parts of the world as deplorably unclean. To illustrate, whereas most Americans are re-
pulsed by an Indonesian who blows his nose onto the street, the Indonesian is repulsed
by the American who blows his nose in a handkerchief and then carries it around for the
rest of the day in his pocket; the Japanese consider the American practice of sitting in a
bathtub full of dirty, soapy water to be at best an ineffective way of bathing and at worst
a disgusting practice; and East Africans think that Americans have no sense of hygiene
because they defecate in rooms (the bathroom) that are frequently located adjacent to
that part of the house where food is prepared (the kitchen).
All people in all societies are ethnocentric to some degree regardless of how ac-
cepting or open minded they might claim to be. Our ethnocentrism should not be a source
of embarrassment for it is a natural by-product of growing up in our society. In fact, eth-
nocentrism may serve the positive function of enhancing group solidarity by discourag-
ing assimilation into another culture and legitimizing the existing cultural group. On the
A particularly revealing illustration of how some Western customs can strike non-
Westerners a s offensive has been reported by E. Royston Pike in his discussion of
kissing:
What's so strange about a kiss? Surely kissing is one of the most natural things in the
world, so natural indeed that we might almost ask, what are lips for if not for kissing? But
this is what we think, and a whole lot of people think very differently.To them kissing is not
at all natural. It is not something that everybody does, or would like to do. On the contrary,
it is a deplorable habit, unnatural, unhygienic, bordering on the nasty and even definitely
repulsive.
When we come to look into the matter, we shall find that there is a geographical dis-
tribution of kissing; and if some enterprising ethnologist were to prepare a "map of kiss-
ing" it would show a surprisingly large amount of blank space. Most of the so-called
primitive races of mankind, such as the New Zealanders (Maoris), the Australian abo-
rigines, the Papuans, Tahitians, and other South Sea Islanders, and the Esquimaux of the
frozen north, were ignorant of kissing until they were taught the technique by the white
men. . . .The Chinese have been wont to consider kissing as vulgar and all too sugges-
tive of cannibalism. . . . (1967, 11-12)
other hand, ethnocentrism can contribute to prejkdice, contempt for outsiders, and in-
tergroup conflict. Although it is a deeply ingrained attitude found in every society, it is
important that we become aware of it so that it will not hinder us in learning about other
cultures. Awareness of our own ethnocentrism will never eliminate it but will enable us
to minimize its negative effects. It is vital for businesspeople to refrain from comparing
our way of life with those of our international business partners. Instead, we should seek
to understand other people in the context of their unique historical, social, and cultural
backgrounds.
CULTURES ARE INTEGRATED WHOLES
Cultures should be thought of as integrated wholes-that is, cultures are coherent and log-
ical systems, theparts of which to a degree are interrelated. Upon confronting an unfa-
miliar cultural trait, a usual response is to try to imagine how such a trait would fit into
one's own culture; that is, we look at it ethnocentrically, or from our own cultural per-
spective. All too frequently we view an unfamiliar cultural item as simply a pathological
version of one found in our own culture. We reason that if the foreign cultural item is dif-
ferent and unfamiliar, it must be deviant, strange, weird, irrational, and consequently in-
ferior to its counterpart in our own culture. This ethnocentric interpretation, with its
unfortunate consequences, is the result of pulling the item from its proper cultural con-
text and viewing it from the perspective of another culture. It is also the result of the in-
dividual's inability to see the foreign culture as an integrated system.
When we say that a culture is integrated, it is an organized system in which par-
ticular components may be related to other components, not just a random assortment of
customs. If we can view cultures as integrated systems, we can begin to see how partic-
ular culture traits fit into the integrated whole and consequently how they tend to make
sense within that context. Equipped with such an understanding, international business-
people should be in a better position to cope with the "strange7' customs encountered in
the international business arena.
Perhaps a specific example will help clarify this notion of integrated culture. Most
Americans have difficulty identifying with the marital practice of polygyny (a man hav-
ing two or more wives at the same time). In addition to general misgivings about polyg-
yny, a number of compelling reasons militate against its inclusion in the American
cultural system. In other words, other parts of U.S. culture not only fail to support polyg-
yny but also actually conflict with it. First, if a man attempts to have more than one
wife at a time, he runs the risk of finding himself behind bars because polygyny con-
flicts directly with our legal system. Moreover, the practice is counterproductive in a so-
ciety based on a cash economy-for the more wives a man has, the more money he needs
to support them. As a corollary, more wives mean more children, who require more vis-
its to the pediatrician, Barbie dolls, hockey sticks, bicycles, swimming lessons, frozen
pizzas, and eventually college tuition-all of which put additional strains on family in-
come. In short, little in the American cultural configuration would lend support to the
practice of polygyny. I
Government
I I
The various parts of a culture are all tnterrelateci,to some degree,.
However, if we view polygyny within its proper cultural context, we find that it is
not only not immoral, illegal, or irrational but also is probably the most logical marital
form that could be adopted. An ethnographic example of a polygynous society is clear-
ly required. Although literally hundreds of cultures could be used to illustrate the point,
I have selected the traditional Kikuyu of East Africa because they are the people with
whom I lived for thirteen months.
For the Kikuyu, as is the case for many other peoples of the world, polygyny is the
ideal marital form. Unlike American culture, the Kikuyu cultural configuration contains
a number of traits that tend to support polygyny and make it a viable marital alternative.
First, the traditional Kikuyu economy is based on subsistence agriculture, which as prac-
ticed in fertile Kikuyuland is a relatively efficient means of livelihood. A single Kikuyu
farmer can produce sufficient food for himself and several others. But the more hands
contributing to the family farm, the better off economically the whole family would be.
Thus, viewed from an economic perspective, it makes sense for the Kikuyu man to want
more than one wife because the acquisition of new wives and children enhances the eco-
nomic well-being of the household.
Second, the basic social unit of the Kikuyu is the patrilineage, a corporate group
of male kinspeople ranging up to ten generations in depth, the members of which live to-
gether on lineage-controlled land. Since all lineage members want to see the lineage
grow and prosper, considerable pressure is put on the Kikuyu to contribute male off-
spring, to ensure the group's continued growth. What better way is there to increase one's
chances of having male offspring than by maximizing the number of wives?
Third, the Kikuyu system of social status is based on the size of one's household,
not on the household's material wealth. Simply put, prominent men are those with the
greatest number of wives and children. Moreover, Kikuyu women also lend support to
the practice of polygyny, for it is not at all unusual for Kikuyu wives to encourage their
husbands to take additional wives to enhance the status of the household. Like their
American counterparts, no Kikuyu woman wants to be married to a "nobody."
Fourth, polygyny as a marital form tends to be encouraged by the Kikuyu religion,
one of the fundamental features of which is the belief in ancestral gods. When a promi-
nent male Kikuyu dies, he is not buried and forgotten but is actually elevated to the sta-
tus of deity and becomes an object of worship for the living members of his family. If his
family consists of a single wife and child, he cannot expect to have much of a religious
following. However, the larger his family (wives and children), the greater the number
of people worshiping him.
Presenting a number of other explanations of why polygyny fits into the Kikuyu
system would be possible. The important point, however, is that any cultural item-be it
a learned behavioral response, an idea, or an object-must be viewed as a component of
the total cultural system in which it is found. When items are wrenched from their prop-
er cultural context and viewed from the perspective of another culture (that is, ethno-
centrically), meanings and functions become distorted, and the true nature of the item is
at best imperfectly understood. But when we view a cultural item from within its prop-
er or original cultural context, we have a much better chance of seeing how it logically
fits into the integrated cultural system of which it is a part. By so doing, we obtain a
fuller understanding of how the culture functions.
The notion of integrated culture helps us to better understand why culturally dif-
ferent people think and behave the way they do. However, we should avoid taking the con-
cept too literally. To assume that all cultures are perfectly integrated, we would have to
conclude that every idea or behavior is both absolutely rational and morally defensible,
provided that it performs a function for the well-being of the society. However, believ-
ing in the general validity of the integrated nature of culture does not require that we
view all cultures as morally equivalent; that is, not all cultural practices are equally wor-
thy of tolerance and respect. Some practices (such as the genocide perpetuated by Stal-
in, Hitler, or the Serbs in Bosnia) are morally indefensible within any cultural context.
To be certain, cultural anthropologistshave sometimes been overly nonjudgrnental about
the customs of people they study. But, as Richard Barrett has suggested, "The occasion-
al tendency for anthropologists to treat other cultures with excessive approbation to the
extent that they sometimes idealize them, is less cause for concern than the possibility
that they will misrepresent other societies by viewing them through the prism of their own
culture" (1991,8).
If cultures are in fact coherent systems, with their constituent parts interrelated
with one another, it follows logically that a change in one part of the system is likely to
produce concomitant changes in other parts of the system. The introduction of a single
technological innovation may set off a whole series of related changes. In other words,
culture changes beget other culture changes.
To illustrate, one has only to look at the far-reaching effects on U.S. culture of a sin-
gle technological innovation, which became widespread in the early 1950s-the TV set.
This one single technological addition to our material culture has had profound conse-
quences on the nonmaterial aspects of our culture, including our political, educational,
and religious systems, to mention only three. For example, political campaigning for the
presidency in 1948 and earlier had been conducted largely from the back end of a rail-
road car on "whistle-stop" tours. By 1960, the year of the first televised presidential de-
bates, television had brought the ideas, positions, speaking styles, and physical
appearances of the candidates directly into the living rooms of the majority of voters.
Today, political candidates, because of the power of television, need to be as attentive to
makeup, clothing, and nonverbal gestures as they are to the substantive issues of the cam-
paign. In formal education, one of the many consequences of the widespread use of tele-
vision has been to lower the age at which children develop reading readiness, a direct result
of such programs as Sesame Street. In terms of evangelical religion, we must ask ourselves
if there would even be an Oral Roberts University had it not been for television. Televi-
sion has been described by various social commentators as both a blessing and a curse.
Yet however we might feel about its pluses and minuses, we can hardly deny that it has
contributed to profound changes in many other parts of the U.S. cultural system. The
reason for these changes is that cultures tend to be integrated systems with a number of
interconnected parts so that a change in one part of the culture is likely to bring about
changes in other parts.
A particularly dramatic illustration of linked changes has been offered by Lau-
riston Sharp (1952) in his study of an aboriginal people in Australia, the Yir Yoront.
Sharp shows how the introduction of steel axes to these stone-aged people by well-
meaning but shortsighted missionaries altered significantly the relationship among
family members and trading partners and eventually led to the disintegration of Yir
Yoront culture.
To understand how this happened, we must first understand the function of the
stone axes that the steel axes replaced. First, since only men owned stone axes, women
and children had to borrow them according to regular patterns of kinship interaction. This
system of borrowing served to establish and maintain a well-defined system of sex, sta-
tus, and role inequality. Second, since the stones used in making the stone axes were not
available locally, Yir Yoront males had to obtain them by means of an elaborate trading
network with neighbors located 400 miles to the south. These exchanges took place at
large ceremonial gatherings, at which Yir Yoront met with other aboriginal peoples.
When the steel axes (which were clearly technologically superior to the stone
axes) were dispensed by the missionaries, most of the traditional forms of social inter-
course were disrupted. Kinship, age, and sex roles became confused because the exis-
tence of steel axes eliminated the necessity of going through traditional channels to
borrow axes; traditional trading networks were abandoned, as were many of the abo-
riginal ceremonies where the trading took place; there was a loss of clearly defined au-
thority patterns; and since the new steel axes had no origin myth or mythical ancestors
associated with them, people became suspicious about all the various creation myths.
In short, the introduction of a seemingly harmless innovation can lead to complex cul-
tural repercussions.
The notion of integrated culture has several important implications for interna-
tional businesspeople. First, when we understand that the parts of a culture are interre-
lated, we will be less likely to view foreign cultures ethnocentrically. Rather than
wrenching a foreign cultural item from its original context and viewing it in terms of
how well it fits into our own culture, we will be reminded to view it from within its prop-
er cultural context. In other words, any cultural feature must be understood in terms of
that culture. Thus, we can begin to see how all cultures tend to be logical and coherent
systems. Such an approach leads us to the inescapable conclusion that no cultures are in-
herently better or worse than any other, only different. This view of cultures as integrat-
ed wholes is not a value-laden philosophical rationalization for any type of behavior,
however bizarre, destructive, or inhumane. Instead, such a culturally relativistic approach
allows us to understand more fully why a particular cultural item is found in a society,
even if it violates our sense of personal morality.
An understanding of the interconnectednessof the parts of culture can also help ex-
plain the nature of cultural change. When systems are integrated, changing only one part
of the system is impossible. Such an understanding would be critical for responsible in-
ternational businesspeople interested in expanding their markets into areas where their
products (and perhaps ideas and behavior patterns associated with these products) are un-
known. Some seemingly harmless commercial products could have profoundly disrup-
tive effects on the very fabric of the society. By knowing the nature of the interconnectedness
of the parts of a particular culture, the prudent, humane, and ultimately successful inter-
national businessperson will be able to predict the deleterious effects of a product in that
cultural environment.
CONCLUSION
Through the comparative study of a wide range of cultures throughout the world, cultural
anthropologists have developed the general concept of culture and an understanding of
those basic traits and processes shared by all specific cultures. We have explored some
of these cultural generalizations in an effort to provide a deeper appreciation of the cul-
tural environment of international business. In addition to the various definitions of cul-
ture, we have examined some of the basic characteristics that all cultures share: (1) the
learned nature of culture, (2) how culture influences biological processes, (3) cultural
universals, (4) the ubiquity of culture change, (5) ethnocentrism, and (6) the integrated
nature of culture. It is assumed that an awareness of the concept of culture (what culture
is and how it functions) is a necessary yet not sufficient prerequisite for an understand-
ing of any particular culture.
Whenever dealing with any concept or generalization, such as the concept of cul-
ture, it is important to avoid viewing it in an overly rigid or concrete way. To arrive at state-
ments that hold true for all cultures, anthropologists are operating at a relatively high
level of abstraction. Since these generalizations are constructed from literally thousands
of cultures in the world, there will be times when generalizations do not always jibe per-
fectly with reality. In no way does that fact invalidate the usefulness of the concept. The
generalizations regarding culture discussed throughout this chapter should be viewed as
heuristic in nature, rather than as exact representationsof reality. They are generally valid
descriptions of what happens most of the time. But even when discrepancies appear, the
concept is still useful as a stimulant to further investigation.
When moving to the level of a specific culture, it is equally important to avoid
overly rigid thinking. Anthropological statements about a particular culture are general-
izations about what most of the people do and think most of the time. Although cultural
norms exert a strong influence on behavior, they are hardly ironclad propositions that
can be used to predict with precision how people will respond in any given situation.
Each culture must strike a balance between individual self-interests and the needs of the
total society. Without denying the strong influence that culture has on behavior, people
are nevertheless endowed with free will. To one degree or another, individuals are free
to go against their cultural norms, even though most do not. It is indeed the rare person
in any society who complies totally with the social rules. As Barrett points out, "There
is always a tendency to evade or stretch the meaning of the rules or to otherwise mini-
mize their consequences" (1991,75). As a result, cultural anthropologists make the dis-
tinction between ideal behavior (what society says people should do) and actual behavior
(what people in fact do).
The consequences of this fact are that in any given culture it is likely that indi-
vidual variations in thought and action can be observed. To illustrate the nature and ex-
tent of this diversity, let's look at a familiar scene from our own culture, a high school
classroom. In any given classroom, even the most untrained observer will notice stu-
dents behaving somewhat differently. As the teacher is lecturing, one male student may
be flirting with the girl two rows over, another may be doodling, a third student may
be working on her unfinished homework for another class, and a fourth may actually
be listening intently to extract some meaning from the lecture. Yet despite these indi-
vidual variations, the students are nevertheless responding in generally similar ways.
All remain seated; all are silent; all refrain from doing anything that would seriously
interrupt the lecturer. Although the boy continues to flirt, he is not singing out loud or
doing a handstand. The observable variations in behavior, in other words, are contained
within socially acceptable limits. One of the tasks of the anthropologist--or any other
cultural observer-is to determine where the normative limits are. It is the description
of these variations in behaviors within limits that constitutes the patterns of any spe-
cific culture.
Finally, cultures are complex networks of features, some of which change rapidly
and others are much more resistant to change. Thus, when encountering another culture,
some features will appear quite like one's own cultural features, whereas others will seem
exotic and bizarre. Robert Collins, who has written widely on cultural differences between
Japan and the United States, describes how difficult it is to sort out the levels of cultur-
al difference between these two countries:
The initial Level on a Westerner's perception scale clearly indicates a "difference" of great
significance. The Japanese speak ;language unlike any other human tongue. To compound
things, they write the language in symbols that reason alone cannot decipher. . . . Level Two
is represented by the sudden awareness that the Japanese are not different at all. Not at all. They
ride in elevators, have a dynamic industrial/trade/financial system, own great chunks of the
United States, and serve corn flakes at the Hotel Okura. Level Three is the "hey, wait a minute"
stage. The Japanese come to all the meetings, smile politely, nod in agreement with everything
said, but do the opposite of what's expected. And they do it all together. They really are dif-
ferent. But are they? Level Four understanding recognizes the strong group dynamics, com-
mon education and training, and the general sense of loyalty to the family. . . . Nothing is
fundamentally different. Level Five can blow one's mind, however. Bank presidents skipping
through the streets dressed as dragons at festival time; single ladies placing garlands of flow-
ers around huge, and remarkably graphic, stone phallic symbols; Ministry of Finance offi-
cials rearranging their bedrooms so as to sleep in a "lucky" direction; there is something
different in the air. And so on. Some Westerners, the old Japan hands, have gotten as far as
Levels 37 or 38. (1987, 14-15)
CROSS-CULTURAL SCENARIOS
Read the following cross-cultural scenarios. In each mini-case study, a basic cultural con-
flict occurs between the actors involved. Try to identify the source of the conflict and sug-
gest how it could have been avoided or minimized. Then see how well your analyses
compare to the explanations in Appendix A.
2-1 Sam Lucas, a construction supervisor for an international engineering firm, had the
reputation of being tough but fair minded. He was a very forceful, confrontive individual who
always spoke his mind. He never hesitated to call on the carpet any worker whom he felt
was performing poorly. Even though during his six years with the company Sam had never
worked outside of the United States, he was chosen to supervise construction on a new
hotel project, in Jidda, Saudi Arabia, primarily because of his outstanding work record. On
this project, Sam supervised the work of about a dozen Americans and nearly 100 Saudi
laborers. It was not long before Sam realized that the Saudi laborers, to his way of think-
ing, were nowhere as reliable as the workers he had supervised in the United States. He
was becoming increasingly annoyed at the seeming lack of competence of the local work-
force. Following the leadership style that held him in such good stead at home, he would
reprimand any worker who was not doing his job properly, and he would make certain
that he did it publicly so that it would serve as an object lesson to all the other workers.
He was convinced that he was doing the right thing and was being fair, for after all, he rep-
rimanded both Americans and Saudis alike. He was troubled, however, by the fact that the
problems seemed to be growing worse and more numerous.
What advice might you give Sam?
2-2 George Burgess was a chief engineer for a machinery manufacturer based in St.
Louis. His company had recently signed a contract with one of its largest customers in
Japan to upgrade the equipment and retrain mechanics to maintain the equipment more
effectively. As part of the contract, the Japanese company sent all ten of their mechanics
to St. Louis for a three-month retraining course under George's supervision. Although
George had never lived or worked abroad, he was looking forward to the challenge of
working with the group of Japanese mechanics, for he had been told that they were all flu-
ent in English and tireless workers. The first several weeks of the training went along quite
smoothly, but soon George became increasingly annoyed with the constant demands
they were making on his personal time.They would seek him out after the regularly sched-
uled sessions were over, for additional information.They sought his advice on how to oc-
cupy their leisure time. Several even asked him to help settle a disagreement that
developed between them. Feeling frustrated by all these demands on his time, George told
his Japanese trainees that he preferred not to mix business with pleasure. Within a mat-
ter of days, the group requested another instructor.
What was the principle operating here?
2-3 Bernice Caplan, purchaser for women's apparel for a major U.S. department store,
had just taken over the overseas accounts. Excited and anxious to make a good impres-
sion on her European counterparts, Bernice worked long, hard hours to provide informa-
tion needed to close purchasing contracts in a timely manner. Stefan, one of her Dutch
associates in Amsterdam, sent an urgent message on May 1, requiring information be-
fore the close of day on 615.
Although she thought it odd for the message to be marked URGENT for information
needed over a month away, Bernice squeezed the request into her already busy sched-
ule. She was pleased when she had whipped together the information and was able to fax
it by May 10, three full weeks before the deadline. Pleased with herself, she placed a tele-
phone call to Stefan to make sure that he had received the fax and was met with an angry,
hostile response. The department store not only lost the order at the agreed-upon cost,
but the Dutch office asked that Bernice be removed from their account.
Where did Bernice go wrong?
2-4 Bob Mitchell, a retired military attache with considerable experience in the Middle
East, was hired by a large U.S. computer software company to represent it in a number
of Persian Gulf countries. Having received an introduction from a mutual acquaintance,
Bob arranged to meet with Mr. Saade, a wealthy Lebanese industrialist, to discuss the
prospects of a joint venture between their companies. Having spent many years in the
Middle East, Bob knew that they would have to engage in considerable small talk before
they would get down to business. They talked about the weather, Bob's flight from New
York, and their golf games.Then Saade inquired about the health of Bob's elderly father.
Without missing a beat, Bob responded that his father was doing fine, but that the last
time he saw his father at the nursing home several months ago he had lost a little weight.
From that point on, Saade's demeanor changed abruptly from warm and gracious to cool
and aloof. Though the rest of the meeting was cordial enough, the meeting only lasted
another two hours, and Bob was never invited back for further discussions on the joint
venture.
What went wrong?
2-5 A U.S. fertilizer manufacturer headquartered in Minneapolis decided to venture into

the vast potential of third-world markets. The company sent a team of agricultural re-
searchers into an East African country to test soils, weather conditions, and topographi-
cal conditions in order to develop locally effective fertilizers. Once the research and
manufacturing of these fertilizer products had been completed, one of the initial market-
ing strategies was to distribute, free of charge, 100-pound bags of the fertilizer to select-
ed areas of rural farmers. It was thought that those using the free fertilizer would be so
I
impressed with the dramatic increase in crop rodu'ctivitythat they would spread the word
to their friends, relatives, and neighbors.
Teams of salespeople went from hut to ut in those designated areas, offering each
male head of household a free bag of fertiliz r along with an explanation of its capacity
polite, they all turned
down the offer of free fertilizer.The marketing concluded that these local people were
better or so ignorant
Why was this an ethnocentric conclusion?

C H A P T E R rn
Communicating
across Cultures
Language
Business organizations, like other social systems, require effective communication in
order to operate efficiently and meet their objectives. International business organizations
require effective communication at a number of levels. The firm must communicate with
its workforce, customers, suppliers, and host-government officials. Effective comrnuni-
cation among people from the same culture is often difficult. But when attempting to
communicate with people who do not speak English-and who have different ideas, at-
titudes, assumptions, perceptions, and ways of doing things---one's chances for mis-
communication increase enormously.
Communication takes place in two ways: (1) through language (using words that
have mutually understood meanings and are linked together into sentences according to
consistently followed rules) and (2) through nonverbal communication, or what Edward
Hall (1959) refers to as the "silent language." In Chapters 3 and 4, we examine the na-
ture of communication in international business and how communication problems can
develop when people communicate, or attempt to communicate, across cultures. In this
chapter we focus on language, and in Chapter 4 we look at the nonverbal dimension of
communication.
THE NEED FOR LINGUISTIC PROFICIENCY IN INTERNATIONAL BUSINESS
If the success of the international businessperson is to be maximized, there is no substitute

for an intimate acquaintance with both the language and the culture of those with whom
one is conducting business. In fact, because of the close relationship between language and
culture, it is virtually impossible not to learn about one while studying the other. The ar-
gument in favor of foreign-languagecompetence for international businesspeople seems so
blatantly obvious that to have to recount it here causes twinges of embarrassment. Yet the
b
Commu icating across Cultures: Language 47
I
very fact that so many Westerners enter the inte ational business arena without competence
in a second language should help us overcom that embarrassment.
Most of the explanationsoffered for not learning to speak another language appear
transparent and designed to justify past com lacency andlor ethnocentrism. For exam-
a
ple, we frequently hear that U.S. firms doing business abroad need not train their over-
seas personnel in a second language because E glish is rapidly becoming the international
language of business. After generations of ass miag that our goods and services were so
desirable that the rest of the world would co e to us, we now find ourselves in a highly
competitive world marketplace with greater 1 nguistic parity. English is now just one of
the major languages of world trade and the m her tongue of only 5 percent of the world's
population.
A host of other arguments have also be n advanced to justify a monolinguistic ap-
proach to international business. For exampl , it has been suggested that Western busi-
nesspeople can avoid the time and energy ne ded to learn a second language by hiring
in-country nationals who are well grounded in the local language and culture. Others
have argued that a second language is not pr ctical, since most international business-
people do not remain in the host country for more than a year or two. Moreover, it has
even been suggested that becoming proficie in a second language could actually hin-
der one's career advancement, since that indi idual, spending most of his or her time out
of the home country, would be away from the organization's political mainstream (Terp-
stra 1978,21).
Despite these and other arguments (or p rhaps post facto rationalizations), the sim-
ple fact remains that a fundamental precond of any successful international busi-
ness enterprise is effective communication. dealing with international sales,
management, or negotiations, the Western who must rely on translators
is at a marked disadvantage. International business, must be ground-
ed in trust and mutual respect. What better and respect than by tak-
ing the time and energy to learn terms of international
marketing and negotiations,
a knowledge of a customer's language distinct sales value. This is particularly true in

Latin countries, where business are conducted in a leisurely and unhurried way,
in a highly social atmosphere. businessman who can speak the foreign tongue
fluently and who can make ents on the art and literature of the country will
gain not only the business but also the respe/ct of the person he is dealing with. (1961,46)
Thus, proficiency in a second language the international businessperson to un-

derstand the communication patterns proper cultural context, as well as in-
crease general rapport with foreign
This in itself should be ample businesspeople to have sec-
ond-language competence, but we reasons as well. First,
as Benjamin Lee Whorf to really understand
the worldview (a another culture is
through its language. Second, the experience df learning a second language is beneficial
40
in the learning of third and fourth languages, that the time spent today learning Span-
48 Communicating across Cultures: Language
Even though English is a major lingua franca of international business, some Amer-
ican and British companies are beginning to realize that it pays to learn foreign lan-
guages. For example, in 1983, Jaguar, the British automobile manufacturer, started
an in-house language center for the study of German. According to the Economist
(1987), Jaguar sales in West Germany the following year jumped a dramatic 60
percent against stiff competition from its local competitors, Mercedes and BMW.
ish will facilitate the learning of Chinese or Arabic in the future. Third, learning anoth-
er language (and culture) is the best way to gain a fuller appreciation of one's own lan-
guage (and culture). With all these cogent arguments in favor of second-language
proficiency, one cannot help noticing the flagrant lack of attention foreign-languagecom-
petence has been given by Western business establishments.
With business becoming increasingly international, the role of language is be-
coming more important. American firms that in the past had exclusively domestic oper-
ations are now struggling with international correspondence,letters of credit, and customs
regulations in a number of different languages; multinational firms, which have had long
histories of operating across linguistic boundaries, are having to add new languages to
their repertoires. Some U.S. firms have taken the challenge of coping with other lan-
guages more seriously than others. Those U.S. firms that continue to work with their
monolingual provincialism do so at a rather high risk to their own corporate health and
longevity. Paul Aron, a high-level international businessman with Daiwa SecuritiesAmer-
ica, perhaps put it most directly when he said, "American companies put little premium
on language-and see how they're doing overseas" (Machan 1988, 140).
Yet even for those firms that take seriously the multilinguistic environment of in-
ternational business, many hazards lie along the way. The literature is filled with exam-
ples of problems U.S. firms have had in their international advertising campaigns because
of sloppy translations. One such example was reported by Jonathan Slater:
An American ink manufacturer attempted to sell bottled ink in Mexico while its metal out-
door signs told customers that they could "avoid embarrassment" (from leaks and stains) by
using its brand of ink. The embarrassment, it seems, was all the ink company's. The Span-
ish word used to convey the meaning of "embarrassed"was "embarazar," which means "to
become pregnant." Many people thought the company was selling a contraceptive device.
(1984,20)
In other instances of imprecise translations, U.S. firms have advertised cigarettes with low
"asphalt" (instead of tar), computer "underwear" (instead of software), and "wet sheep"
(instead of hydraulic rams). As amusing as these examples may seem, such translation
errors have cost U.S. firms millions of dollars in losses over the years, not to mention the
damage done to their credibility and reputations.
It is important to keep in mind that U.S. firms do not have a monopoly on linguis-
tic faux pas. Even when people thinkthey know English, they frequently convey messages
they don't particularly intend.
t
Commu icating across Cultures: Language 49
If you want to communicate effectively in

there is no substitute for the hard work it
1
A sign in a Romanian hotel informing the E glish-speaking guests that the elevator was not
working read, "The lift is being fixed. For the next few days we regret that you will be un-
bearable" (Besner 1982,53).
A sign in the window of a Paris dress shop s id, "Come inside and have a fit" (Besner 1982,
53).
~ e p o r t i nto~his firm's headquarters, an of an electronics firm referred
to the "throat-cutting competition" competition"(Salmans
1979,46).
A notice in a Moscow tourist the U.S.S.R., you are
welcome to it" (Besner 1982,53).
In all these examples, it is knew the language, but they still sent
unintended messages. Eve eanings of all the words used and the
grammatical rules for p ication was nevertheless short-cir-
cuited.
s when translating from one lan-
between two groups that ostensibly
"Fortunately, we are being trans-
anguage problem." It is true that
e, complete with grammar, vocabulary,
are a number of significant differences
confusion and misunderstand-
fferent meanings on either side
e in for quite a jolt when his
British counterpart, in a genuine attempt to a compliment, refers to the American's
7
wife as "homely," for in the United States the word means "plain" or "ugly ' but in the
United Kingdom it means "warm" and "friendly." Another such misunderstanding actu-
ally occurred at a meeting of representatives from a U.S. firm and a British firm. Ac-
cording to Sandra Salmans, things were proceeding smoothly
until one of the . . . [British] executives suggested "tabling" a key issue. To his amazement,
the Americans reacted with outrage. The reason, as he learned shortly, was that while in the
UK "tabling" an item means giving it a prominent place on the agenda, in the U.S. it means
deferring it indefinitely. (1979,45)
And just imagine the look on the American businessman's face when his female British
counterpart asks him for a "rubber" (an eraser) or invites him to "knock her up" (stop by
her house).
More frequently, two different words refer to the same thing. To illustrate, the
British live in "flats," not apartments; they "queue" up rather than line up; and they wear
"plimsoles" rather than sneakers. When the American steps into a British automobile, most
parts of the vehicle have different names: To the British the trunk is the "boot"; the hood
is the "bonnet"; the windshield is the "windscreen"; the horn is the "hooter"; and the ve-
hicle runs on "petrol," not gasoline.
LINGUISTIC DIVERSITY
Perhaps the most significant feature of being human is the ability to build and manipu-
late language and other symbolic codes. Other animal species communicate in a variety
of ways: by means of nonlinguistic calls, body movements, gestures, olfactory stimuli,
and other instinctive or genetically based mechanisms. Some nonhuman species, like
certain great apes, have a limited capacity to learn symbolic codes (for example, Amer-
ican Sign Language), but they are unable to develop a language of their own. It is this abil-
ity to symbolize through language that is the hallmark of humanity. Language allows
humans to transcend many of their biological limitations by building cultural models and
transmitting them from generation to generation.
But what do we mean by language? A language (a universal found in all cultures
of the world) is a symbolic code of communication consisting of a set of sounds
(phonemes) with understood meanings and a set of rules (grammar) for constructing
messages. The meanings attached to any word by a language are totally arbitrary. For ex-
ample, the word cat has no connection whatsoever to that animal the English language
refers to as cat. The word cat does not look like a cat, sound like a cat, or have any par-
ticular physical connection to a cat. Somewhere during the development of the English
language, someone decided that the word cat would refer to that particular type of four-
legged animal, whereas other languages symbolized the exact same animal by using to-
tally different words. Language, then, consists of a series of arbitrary symbols with
meanings that, like other aspects of culture, must be learned and that, when put togeth-
er according to certain grammatical rules, can convey complex messages.
Communicating across Cultures: Language 51
Since languages are arbitrary symbolic systems, it is not surprising that there is
enormous linguistic diversity on the face of Earth. There does not appear to be univer-
sal agreement about how many languages there are in the world. Estimates range from
several thousand to as many as 10,000. It seems reasonable to suggest 3,000 as a credi-
ble estimate. Even though exact numbers are not available, it is generally recognized that
there are more than 1,000 languages among Native Americans, about 750 in sub-Saha-
ran Africa, over 150 on the subcontinent of India, and in excess of 750 on the single is-
land of New Guinea. However, these estimates should be kept in their proper perspective.
As Kenneth Katzner has suggested,
A single statistic tells a great deal: of the several thousand languages of the world, fewer than
100 are spoken by over 95 percent of the earth's population. One language, Chinese, ac-
counts for 20 percent all by itself, and if we add English, Spanish, Russian, and Hindi, the
figure rises to about 45 percent. German, Japanese, Arabic, Bengali, Portuguese, French
and Italian bring the figure to 60 percent. . . . When we realize that the last five percent
speak thousands of different languages, it is clear that the great majority of these languages
are spoken by tiny numbers of people. . . . (1 975, viii-ix)
There are several reasons for this vagueness in the number of discrete languages
in the world. First, there is a question of whether to include in the total number all those
languages that are dying out or have already died out. Second, certain remote areas of the
world (such as New Guinea and parts of Brazil) have not been the subject of intensive
descriptive linguistic study; consequently, very little is known of the linguistic mosaics
in these areas. Third, and by far the most problematic factor, is that linguists fail to agree
on where to draw linguistic boundaries. Mutual unintelligibility is frequently used as the
criterion for distinguishing between language groups: If people can understand one an-
other, they speak the same language; if they can't, they don't. Yet, as is all too obvious,
this criterion is hardly ironclad because there are varying degrees of intelligibility. De-
spite the fact that we cannot determine with absolute certainty the precise number of lan-
guages in the world today, the fact remains that the range of linguistic modes throughout
the world is vast (see Table 3-1). And despite the claims by some U.S. businesspeople that
' English is widely used in international business, this enormous linguistic diversity in the
world must be of concern to any U.S. businessperson attempting to compete in an in-
creasingly interdependent marketplace.
The typical American divides the great variety of cultures found in the world today
I into two categories: advanced civilizations like hls or her own and so-called primitive cul-
tures, which are frequently based on small-scale agriculture or hunting-gathering and
have simple systems of technology. In keeping with this bipolar thinking, it is popularly
, held that technologically simple societies have equally uncomplex or unsophisticated
languages. In other words, we frequently think that primitive people have primitive lan-
guages. Yet anthropological linguists tell us that this is not the case, for technologically
simple people are no less capable of expressing a wide variety of abstract ideas than are
people with high levels of technology.
To illustrate this point, consider the Navajo language spoken by Native Americans liv-
ing in Arizona and New Mexico. When compared with English, the Navajo language is no
- --- - - - -
TABLE 3-1 MAJOR LANGUAGES OFTHE WORLD

Number of First-Language
Language Primary Country Speakers (in millions)
1. Mandarin China 885

2. Spanish Spain 332
3. English U WUSA 322
4. Bengali Bangladesh 189
5. Hindi India 182
6. Portuguese Portugal 170
7. Russian Russia 170
8. Japanese Japan 125
9. German Germany 98
10. Wu China 77
Source: Ethnologue, website site of the Summer Institute of Linguistics, 1999

(http:www.sil.org).
less efficient in terms of expressing abstract ideas. All we can say is that the two linguistic
systems are different. It is true that Navajo does not have certain grammatical distinctions
commonly found in English, as Ralph Beals, Hany Hoijer, and Alan Beals have noted:
The Navajo noun has the same form in both the singular and the plural-there are no plural
noun endings (such as the -s of books or the -en of oxen) in Navajo. Similarly, the third-per-
son pronoun of Navajo is singular or plural and nondistinctive in gender: it can be translat-
ed he, she, it, or they, depending on the context. Finally, we find no adjectives in Navajo. The
function performed by the English adjective is in Navajo performed by the verb. (1977,513)
Yet in another area of structure, the Navajo language is considerably more precise than
English. As Peter Farb reminds us, it is impossible for a Navajo speaker simply to say, "I
am going" (1968,56). Rather, considerably more information will be built into the verb
form. For example, the verb stem would indicate whether the person is going on foot or
by horseback, wagon, boat, or airplane. If the Navajo speaker is in fact going on horse-
back, she or he then must choose another verb form that will specify if the horse will walk,
trot, gallop, or run. Moreover, the verb form chosen also will indicate if the speaker is
"preparing to go," "going now," "almost at one's destination," or a number of other op-
tions. To be certain, the English speaker can convey the same information, but to do so
would require a vast quantity of words. The Navajo language can provide an enormous
amount of information by the proper verb form.
The central point is this: despite the fact that the Navajo and English languages
are very different, we can hardly conclude that one is any more efficient than the other
at expressing a wide variety of abstract ideas. All cultural groups have symbolic systems
that are, by and large, equally efficient at sending and receiving verbal messages. Such
an understanding on the part of the international businessperson should serve as an im-
portant reminder that English is not inherently superior to the language of those with
whom one is doing business and whose language one is learning.
Even though the English and Navajo languages have very different structures,
these Navajo speakers can express abstract ideas every bit as effectively a s
native English speakers.
LANGUAGE AND CULTURE
A fundamental tenet of anthropologicallinguistics is that there is a close relationship between

language and culture. It is generally held that it is impossible to understand a culture without
taking into account its language; and it is equally impossible to understand a language out-
side of its cultural context.Yet despite the close connection between language and culture, we
should not think of the relationship as being complete or absolute. Some societies, for example,
share common cultural traditions but speak mutually unintelligible languages. On the other
hand, societies with quite different cultures may speak mutually intelligible languages. Nev-
ertheless, culture influences language and language influences culture in a number of ways.
The Influence of Culture on Language
Perhaps the most obvious relationship between language and culture is seen in vo-
cabulary. The vocabularies of all languages are elaborated in the direction of what is con-
sidered adaptively important in that culture. In industrialized societies, the vocabularies
contain large numbers of words that reflect complex technologies and occupational spe-
cialization. The average speaker of standard American English knows hundreds of tech-
nological terms, such as carburetol; microchip, and bulldozer, as well as a myriad of
terms designating occupational specialities, such as accountant, philosophec teachec
clerk, and thoracic surgeon, because technology and professions are focal concerns in U.S.
culture. Thus, standard American English enables Americans to adapt most effectively to
their environment by providing a conceptual lexicon most suited to U.S. culture.
It is equally true for nonindustrialized societies that those aspects of environment
and culture that are of special importance will be reflected in the vocabulary. The Koga
of southern India have seven different words for bamboo, an important natural resource
in their tropical environment, yet have not a single word for snow (Plog and Bates 1980,
209). The pastoral Nuer of the Sudan, whose everyday lives revolve around their cattle,
have words in their language that enable them to distinguish between hundreds of types
of cows, based on color, markings, and configuration of horns. This elaborate vocabu-
lary is an indication of the central economic and social role that cattle play in their soci-
ety (Hickerson 1980, 112). The Inuit complex classification of types of snow is a classic
example of the close connection between language and culture. Whereas the typical New
Yorker has a single word for snow, the Inuit have a large number of words, each desig-
nating a different type of snow, such as drifting snow, softly falling snow, and so on. Even
though the New Yorker can express the same ideas with a number of modifiers, the Inuit
view snow as categorically different substances because their very survival requires a
precise knowledge of snow conditions. Whether we are looking at the Koga, the Nuer, or
the Inuit language, the point remains the same: In all languages, points of cultural em-
phasis are directly reflected in the size and specialization of the vocabularies. In other
words, a language will contain a greater number of terms, more synonyms, and more
fine distinctions when refemng to features of cultural emphasis.
Although it is frequently more difficult to find points of cultural emphasis in large,
highly differentiated societies, one area of cultural emphasis in the United States is sports.
To illustrate, Nancy Hickerson (1980, 118) reminds us that standard American English
contains a number of colloquialisms that stem from the popular sport of baseball:
1. He made a grandstand play.

2. She threw me a curve.
3. She fielded my questions well.
4. You're way off base.
5. You're batting 1,000 (500, zero) so far.
6. What are the ground rules?
7. I want to touch all the bases.
8. He went to bat for me.
9. He has two strikes against him.
10. That's way out in left field.
11. He drives me up the wall.
12. He's a team player (a clutch player).
13. She's an oddball (screwball, foul ball).
14. It's just a ballpark estimate.
The Influence of Language on Culture
We have just seen how languages tend to reflect cultural emphases. On the other
side of the linguistic coin, however, some linguists have posited that language may ac-
tually influence certain aspects of culture. Language, they suggest, establishes the cate-
gories on which our perceptions of the world are organized. According to this theory,
language is more than a system of communication that enables people to send and receive
messages with relative ease. Language also establishes categories in our minds that force
us to distinguish those things we consider similar from those things we consider differ-
ent. And since every language is unique, the linguistic categories of one language will
never be identical to the categories of any other. Consequently, speakers of any two lan-
guages will not perceive reality in exactly the sameway. Edward Sapir was one of the first
linguists to explain how language tends to influence our perceptions:
The fact of the matter is that the real world is to a large extent unconsciously built up on the
language habits of the group. No two languages are ever sufficiently similar to be consid-
ered as representing the same social reality. The worlds in which different societies live are
distinct worlds, not merely the same world with different labels attached. (1929,214)
Along with the amateur linguist Benjamin Lee Whorf, Sapir developed what has
been referred to as the Sapir-Whorf hypothesis. This hypothesis, dealing with the rela-
tionship between language and culture, states that language is not merely a mechanism
for communicating ideas but is the shaper of ideas. There is no general agreement among
scholars concerning the validity of the Sapir-Whorf hypothesis. Although it has been
shown that in some languages some correspondence does exist between grammatical
categories and cultural themes, linguistic determinism is not an established fact. For ex-
ample, the gender distinction made in English is not indicative of the relative importance
of gender in other parts of the culture. Yet some tests of the hypothesis have suggested
that language indeed can influence perceptions or worldview.
One of the more ingenious attempts at testing the Sapir-Whorfhypothesis was de-
vised by anthropologist Joseph Casagrande (1960) of the Southwest Project in Compar-
ative Psycholinguistics. The study used a sample of over 100 Navajo children divided into
two groups: those who spoke only Navajo and those who spoke both Navajo and En-
glish. Since the two groups were similar in all other major sociocultural variables (edu-
cation, family income, religion, and so on) except language, it was assumed that whatever
differences in perception emerged among the two groups could be attributed to the vari-
able of language.
Having a thorough knowledge of the Navajo language, Casagrande understood that
Navajo speakers, when referring to an object, are led by their linguistic categories to
choose among a number of different verbs, depeading on the shape of the object. That
is, when asking to be given a particular object, a Navajo speaker will use one verb form
if the object is long, thin, and flexible (like a rope) and another if the object is long, thin,
and rigid (like a stick). This feature of the Navajo language led Casagrande to hypothe-
size that Navajo-speaking children would be more likely to sort or discriminate accord-
ing to shape than English-speaking children, who would be more likely to sort according
to other criteria such as size or color. To test the hypothesis, the children from both groups
were shown two objects (a yellow stick and a blue rope) and then asked to tell which of
these objects was most like a third object (a yellow rope). In other words, all the children
were asked to tell whether the yellow rope was more like the yellow stick or the blue
rope. As the hypothesis had predicted, Casagrande found that those children who spoke
only Navajo were more likely to sort according to shape (blue rope and yellow rope),
whereas those who were bilingual more often sorted according to color.
Thus, the Sapir-Whorfhypothesis(the structure of a language can significantly in-
fluence perception and categorization) seems to have been supported by this series of
experiments. Although it is considerably easier to demonstrate the cultural influence on
language, the Sapir-Whorf hypothesis continues to remind us that the relationship can
also flow in the other direction.
The implications of the Sapir-Whorf hypothesis for the international businessperson
are obvious. The hypothesis states that linguistically different people not only cornmu-
nicate differently but also think and perceive the world differently.Thus, by learning the
local language, the international businessperson will acquire a vehicle of communication
as well as a better understanding of why people think and behave as they do.
Language Mirrors Values
Besides reflecting its worldview, a language also reveals a culture's basic value
structure. For example, the extent to which a culture values the individual, as compared
to the group, is often reflected in its language or linguistic style. The value placed on the
individual is deeply rooted in the American psyche. Most Americans start from the cul-
tural assumption that the individual is supreme and not only can but should shape his or
her own destiny. That individualism is highly valued in the United States can be seen
throughout its culture, from the love of the automobile as the preferred mode of trans-
portation to a judicial system that fiercely protects the individual rights of the accused.
Even when dealing with children, Americans try to provide them with a bedroom of their
own, respect their individual right to privacy, and attempt to instill in them a sense of
self-reliance and independence by encouraging them to solve their own problems. (For
a more thorough discussion of this basic value difference, see Chapter 5.)
Owing to the close interrelatedness of language and culture, values (such as indi-
vidualism in the United States) are reflected in standard American English. One such in-
dicator of how our language reflects individualism is the number of words found in any
American English dictionary that are compounded with the word selJ: To illustrate, one
is likely to find in any standard English dictionary no fewer than 150 such words, in-
cluding self-absorbed, self-appointed, self-centered, self-confident, and self-supporting.
The list of English terms related to the individual is significantly larger than one found
in a culture that places greater emphasis on corporate or group relationships.
In the United States, individual happiness is the highest good; in such group-ori-
ented cultures as Japan, people strive for the good of the larger group such as the fami-
ly, the community, or the whole society. Rather than stressing individual happiness, the
Japanese are more concerned with justice (for group members) and righteousness (by
group members). In Japan the "we" always comes before the "I"; the group is always
more predominant than the individual. As John Condon reminds us, "If Descartes had
been Japanese, he would have said, 'We think, therefore we are' " (1984,9).
An important structural distinction found in Japanese society is between uchi (the
in-group) and soto (the out-group), or the difference between "us" and "them."This basic
social distinction is reflected in the Japanese language. For example, whether a person
is "one of us" or "one of them" will determine which conversational greeting will be
used, either Ohayo gozaimasu, which is customarily used with close members of your in-
group, or Konnichiwa, which is more routinely used to greet those outside one's inner cir-
cle. 0. Mizutani (1979) has conducted an interesting experiment outside the Imperial
Palace in Tokyo, which is a favorite place for jogging. Dressed like a jogger, he greeted
everyone he passed, both other joggers like himself and nonjoggers, and noted their re-
sponse. Interestingly, 95 percent of the joggers greeted him with Ohayo gozaimasu (the
term reserved for in-group members), while only 42 percent of the nonjoggers used such
a phrase. He concluded that the joggers, to a much greater degree than the nonjoggers,
considered him to be an in-group member because he, too, was a jogger.
Group members in Japan don't want to stand out or assert their individuality be-
cause, according to the Japanese proverb, "The nail that sticks up gets hammered down."
In Japan the emphasis is on "fitting in," harmonizing, and avoiding open disagreement
within the group. People in the United States express their individualism in exactly the
opposite way by citing their proverb"The squeaky wheel gets the grease." If Japanese must
disagree, it is usually done gently and very indirectly by using such passive expressions
as "It is said that . . ." or "Some people think that . . . ."This type of linguistic construc-
tion enables one to express an opinion without having to be responsible for it in the event
that others in the group might disagree. In a study of speech patterns among Japanese and
American students, R. Shimonishi (1977) found that the Japanese students used the pas-
sive voice significantly more than did their American counterparts.
How language is used in Japan and the United States both reflects and reinforces the
value of group consciousness in Japan and individualism in the United States. The goal
of communication in Japan is to achieve consensus and promote harmony, whereas in the
United States it is to demonstrate one's eloquence. Whereas language in Japan tends to be
cooperative, polite, and conciliatory, language in the United States is often competitive,
adversarial, confrontational, and aimed at making a point. The Japanese go to consider-
able length to avoid controversial issues that might be disruptive;Americans seem to thrive
on controversy, debate, argumentation, and provocation, as is evidenced by the use of the
expression "Just for the sake of argument." Moreover, the Japanese play down individual
eloquence in favor of being good listeners, a vital skill if group consensus is to be achieved.
Americans are not particularly effective listeners because they are too busy mentally
preparing their personal responses rather than paying close attention to what is being said.
Thus, all these linguistic contrasts between Japan and the United States express their fun-
damentally different approaches to the cultural values of "groupness" and individualism.
EXPLICIT VERSUS IMPLICIT COMMUNICATION
Cultures also vary in terms of how explicitly they send and receive verbal messages. In
the United States, for example, effective verbal communication is expected to be ex-
plicit, direct, and unambiguous. Good communicators are supposed to say what they
mean as precisely and straightforwardlyas possible. Speech patterns in some other cul-
tures are considerably more ambiguous, inexact, and implicit. Basil Bernstein's (1964)
distinction between elaborated and restricted codes provides a conceptual framework

that allows us to better understand the differences between these two fundamentally dif-
ferent types of speech patterns. Restricted codes use shortened words, phrases, and sen-
tences and rely heavily on hidden, implicit, contextual cues such as nonverbal behavior,
social context, and the nature of interpersonal relationships. Restricted codes are a form
of shorthand communication that does not rely on verbal elaboration or explication. Elab-
orated codes, on the other hand, emphasize elaborate verbal amplification and place lit-
tle importance on nonverbal or other contextual cues.
Bernstein's notion of restricted and elaborated codes is quite similar to Edward
Hall's conceptualization of high-context cultures and low-context cultures:
A high-context (HC) communication or message is one in which most of the information is

either in the physical context or internalized in the person, while very little is in the coded,
explicit, transmitted part of the message. A low-context (LC) communication is just the op-
posite; i.e., the mass of the message is vested in the explicit code. (1976,79)
To combine these two schemes of Bernstein and Hall, high-context cultures, relying heav-
ily on restricted codes and contextual cues, demonstrate inexact, implicit, and indirect
communication patterns. In contrast, low-context cultures, relying on elaborated verbal
messages, demonstrate precise, explicit, and straightforward communication patterns.
Like so many other bipolar typologies found in the social science literature, the no-
tions of restricted versus elaborated codes or high-context versus low-context cultures are
not either-or categories. Relatively restricted or elaborated codes can be found in any speech
community, although one or the other mode is likely to predominate. Whereas the United
States is not the best example of a low-context culture, it is clearly near the low-context end
of the continuum. Based on the writings of Edward Hall (1976) and L. Robert Kohls (1978),
it is possible to place twelve nationalities on a high- versus low-context continuum:
Swiss German Low context

German
A
Scandinavian
American English
French
British English
Italian
Spanish
Greek
Arab
Chinese v
Japanese High context
As would be predicted, low-context cultures, relying on elaborated verbal codes,

demonstrate high value and positive attitudes toward words. The Western world (north-
ern Europe and the United States, specifically) has had a long tradition of rhetoric, a
tradition that places central importance on the delivery of verbal messages. According
to William Gudykunst and Y. Y. Kim, "A primary function of speech in this tradition
is to express one's ideas and thoughts as clearly, logically, and persuasively as possi-
ble, so the speaker can be fully recognized for his or her individuality in influencing
others" (1984, 140). In contrast, in such high-context cultures as Japan and China, ver-
bal messages, although important, are only a part of the total communication context.
It is not that words are unimportant in Eastern cultures, but rather that the words are
inseparably interrelated to social relationships, politics, and morality. Given this more
holistic approach to communication, its purpose in many Eastern cultures is not to en-
hance the speaker's individuality through the articulation of words but to promote har-
mony and social integration. In such societies one is expected to be sensitive to subtle
contextual cues and to not assume that critical information will always be verbalized.
To illustrate, a U.S. corporate manager would most likely ask a subordinate directly for
the budgetary reports that she needed as soon as possible. In a less explicit culture,
however, the same message might be conveyed nonverbally by raising her eyebrow
while glancing at him during a meeting at which budgetary reports were being dis-
cussed. Thus, whereas Western cultures place a great deal of power in words, many
Asian cultures show a certain mistrust or skepticism of words or at least have a keen
awareness of the limitation of words alone.
This cautious approach can be seen in the general suppression of negative verbal
messages. As a result, politeness and the desire to avoid embarrassment often take prece-
dence over the truth. This approach, at least in part, explains why Eastern cultures have
so many nonverbal ways of saying "no" without directly or unambiguously uttering the
word. This practice has caused considerable misunderstanding when Americans try to
communicate with Japanese. To illustrate, the Japanese in everyday conversation fie-
quently use the word hai (yes) to convey that they understand what is being said, not nec-
essarily agreement.
When negotiating with Asians, it is important to understand that yes is not always
an affirmative response. Before taking yes for an answer, one must ascertain if in fact it
was merely a polite response that really meant no. Asian businesspeople, for example, are
Chinese scholar Robert Kapp describes the indirect style of communicating found
among the Chinese, which can affect business negotiations between U.S. and Chi-
nese businesspeople:
The indirection that permeates Chinese speech even in English translation can be par-
ticularly disconcerting to Americans. "Perhaps" and "maybe" are cultural stock-in-trade.
"Maybe I will come with you" usually means "I'm coming." "Perhaps it is too far for you to
walk" means "There's no way I'll let you walk." When something is "inconvenient,"it most
likely is impossible. But more than verbal indirection is at work here. The absence of a
categorical statement implies that "perhaps" some room for discussion remains; and, in
any case, a subsequent reversal will not represent a clear backing-down. Despite the firm
signal that conditional speech often implies, negotiation is never totally foreclosed and
dignity is maintained, at the expense of American patience. (1983,20-21)
not likely to say no directly to a proposal but rather will reply in ways that are synony-
mous with no. To illustrate, Christopher Engholm suggests a number of ways that Asians
say no without coming right out and saying it (1991, 115-16). In response to a Western-
er's question "Has my proposal been accepted?' an Asian businessperson is likely to
reply in a number of different ways:
The conditional 'yes ": "If everything proceeds as planned, the proposal will be approved."
The counterquestion:"Have you submitted a copy of your proposal to the Ministry of Elec-
tronics?"
The question is criticized: "Your question is difficult to answer."
The question is refused: "We cannot answer this question at this time."
The tangential reply: "Will you be staying longer than you originally planned?"
The 'yes, but. . ." reply: "Yes, approval looks likely, but . . . ."The meaning of "but" could
mean "it might not be approved."
The answer is delayed: "You will know shortly."
Implicit and explicit styles of communications often lead to misunderstandings

and miscommunications.Many Americans view a person who is being indirect as tricky,
deceptive, and of questionable integrity. At best, Westerners consider indirect commu-
nication to be a waste of their time. On the other hand, those from implicit cultures see
the explicit communication styles ofAmericans to be rude, coarse, and insensitive. Since
Americans, who need to be told all the relevant information, are less accustomed to read-
ing implicit cues, they are often seen as insensitive or a bit slow on the uptake. They
Japanese people tend to be much less direct in their discourse than are North
Americans.
often lack the contextual (background) information and the observational skills to read
between the lines.
In these same high-context societies that rely on relatively restricted codes, it is
not unusual to leave sentences unfinished or to tolerate intermittent periods of silence.
Whereas most Westerners try to make their point as quickly and straightforwardly as
possible, many Eastern cultures value silence as a major element of their rhetorical styles.
Silence allows Japanese communicators, for example, to gain a better feel for their part-
ners, and for this reason, they are not reluctant to let long silences develop. The radical-
ly different meaning of silence in Japan as compared with the West is well described by
Helmut Morsbach:
These silences are frequently misunderstoodby Westerners, who tend to interpret them as
noncomprehension, and therefore try to shortenthe silence by explaining their point once
again, or by moving on to the next topic. Well meaning attempts to make the Japanese part-
ner(~)"speak up" often tend to cause silent frustration and resentment since, from the
Japanese viewpoint, the Westerners are often seen as being the culprits who should rather
be taught how to "shut up." (1982,310)
Simply put, in certain Asian societies, rhetorical ambiguity results from restricted
codes, and successful communication depends on a sensitivity to the nonverbal context.
Other speech communities, such as certain Arabic cultures, are equally imprecise but for
exactly the opposite reason; that is, they engage in overassertion, exaggeration, and rep-
etition. The Arabic language is filled with forms of verbal exaggeration. For example, cer-
tain common ending words are meant to be emphasized; frequently certain pronouns
will be repeated in order to fully dramatize the message; highly graphic metaphors and
similes are common; and an Arabic speaker often uses a long list of adjectives to modi-
fy a single noun for the sake of emphasizing the point.
This propensity for verbal overkill was the subject of research conducted by E. T.
Prothro (1955), who rated groups of Arabs and Americans on a continuum of under-
In addition to the level of explicitness, anotheraspect of linguistic style deals with

l
pace and turn taking between speakers. As Ch ristopher Engholm and Diana Row-
land remind us, these differences in timing can cause problems:
Brazilians frequently have two people talking at once in a conversation, with almost no
pauses. Americans sometimes have brief pauses between speakers and sometimes have
a little overlay of speakers. If you are speaking with people from a culture that has many
verbal overlays, such as the Brazilians, you may have to be more assertive if you want to
participate in the conversation. . . . If you are speaking with people from a culture with
more verbal pauses, you may have to learn to pause more often to make sure others get
a chance to speak. When talking with a Japanese, it is typical for Americans to wait just
long enough to become uncomfortable and then begin speaking again. The Japanese
person, however, has remained silent to show respect for the speaker or the comment, and
by the time he feels it is appropriate to say something, the American is already speaking
again. The result is that we end up monopolizing conversations. (1996,81-82)
statement and overstatement. This study concluded that Arabs were considerably more
likely to overstate the case than were Americans. What would be an assertive statement
to an American might appear to be weak and equivocating to an Arab. Even though ver-
bal threats are commonplace in the Arabic language, they tend to function more as a psy-
chological catharsis than as an accurate description of the speaker's real intentions. It
should be kept in mind that this rhetorical feature of linguistic overassertion is just an-
other form of verbal ambiguity or inexactness because it fails to send direct, precise
messages.
LANGUAGE AND SOCIAL CONTEXT
The understanding of linguistic differences in international business can be further com-

plicated by the fact that people frequently speak several different languages or differ-
ent forms of the same language, depending on the social situation. Bilingualism (or
multilingualism) is the most obvious form of situational language use, for a person may
speak one language at home, another language at work, and still another language in the
marketplace. But people who speak only one language also switch styles of language.
For example, the expressions college students use when speaking to one another in the
dormitory are noticeably different than the forms of expression they use when they are
conversing with their ministers, grandparents, or professors. Levels of formality be-
tween speakers, relative status, and sex and age of the speakers can frequently determine
what is said and how it is said. As Peter Farb has put it, "Between the grammar of my
language and its expression in audible speech lies the filter of the social system in which
I live" (1974,43).
Depending on who is addressing him, a man could be referred to as "Dr. Allen,"
"Richard,""Dick," "Sir," "Sweetheart," "Doc," or "Fella," among others. It is not likely
that his wife or mother would address him as "Dr. Allen," nor is it likely that the nurses
at the hospital would refer to him as "Dick" or "Fella." Moreover, the same person may
use different terms of address in different social situations. His wife may address him as
"Dick" at the dinner table, "Sweetheart" while making love, and "Richard" if they are en-
gaged in an argument.
It has been shown (Brown and Ford 1961) that in the United States people are ad-
dressed by either (FN) first name (Richard) or by (TLN) title and last name (Dr. Allen),
depending on the level of formality and relative social status between the speakers. In the
American English context, there are only three possible combinations of address between
two people: (I) reciprocal use of TLN, as in the exchange "Hello, Professor Davis";
"Good evening, Mrs. Bolton"; (2) reciprocal use of FN, as in the exchange "What's hap-
pening, Jack?'; "Not much, Norm"; and (3) nonreciprocal use of TLN and FN, as in the
exchange "Good morning, Dr. Graves"; "Hello, Ricky." The first two exchanges-both
reciprocal-imply relatively equal status between the speakers. The first situation indi-
cates a formal, nonintimate relationship, whereas the second situation indicates an in-
formal, more intimate relationship. Unlike the first two cases, the third case (TLNIFN)
is indicative of marked status inequality, either differences in age (children and adults)
or differences in rank within an organization (teacher and student; executive and secre-
tary; surgeon and nurse).
In the Javanese language, every speech situation (not just terms of address) re-
quires the speaker to make choices that reflect the relative social status of the person
being addressed. Before a word is uttered the speaker must choose one of three basic lin-
guistic styles: the plain, the fancy, and the elegant. In addition, the Javanese speaker can
use special terms known as honorz$cs, which enable the speaker to express minute gra-
dations of social respect within each of these three styles. As Farb has noted, "He has no
choice but to inform his listener exactly what he thinks of him-because the style he se-
lects reveals whether he considers the listener worthy of low speech, the middle-ground
fancy speech, or elegant speech, with or without honorifics" (1974,44).
Not only is social status reflected in speech patterns, but linguistic differences can be
frequently observed in the same speech community between men and women. Sometimes
the distinctions between the sexes are reflected in vocabulary. In some languages these vo-
*cabularydifferences are not simply a matter of relative frequency of usage; rather, there are
pairs of words (doublets) carrying the same meanings, one word being a male word and one
word being a female word. To illustrate, among the Island Carib of the West Indies, women
use the word kuyu for rain, and men use the word kunobu; many more doublet nouns are
found in this language (Hickerson 1980,91). In Koasati, a native language of southwest-
ern Louisiana, differences appear in certain indicative and imperative verb forms, depend-
ing on the sex of the speaker. Koasati men say lakawho 5. to mean "lift it:' whereas Koasati
The form of language that this teenager might use with his/herpeers is very
different from that used with his/her minister.
women would use the word lakawhol (Haas 1964, 228). Thus, in this case, grammatical
forms are chosen to match the gender of the speaker rather than the referent.
Gender differences can also be seen in more subtle areas of language, such as into-
nation, loudness, assertiveness, and style. For example, according to Chevis Kramer (1974),
women in the United States speak less forcefully than men, as evidenced by their more fie-
quent use of qualifiers (for example, "It may just be my opinion, but . . .") or the practice
of following a declarative statement with such questions as "Isn't it?' or "Wouldn't you
agree?' Moreover, according to Julia Wood (1994), men and women in the United States
have very different communication styles, a phenomenon found in many other cultures as
well. To illustrate, Wood found that American women talk for the purpose of building and
supplementing rapport with others, whereas men use talk to assert themselves; women
use self-disclosure as a way of learning about others, whereas men tend to avoid self-dis-
closure; women's discourse strives for equality in social relationships, whereas men's dis-
course attempts to establish status and power; women will often match experiences with
7
others for the sake of showing understanding and empathy ("I know how you feel '),*
whereas men match experiences for the sake of gaining attention ("I can top that7'); finally,
women show their support by expressing their understanding; whereas men show their
support by giving advice or wanting to solve a problem.
Variations in language usage according to age appear to be even more widespread
than those based on sex. One particularly commonplace occurrence is "baby talk," a spe-
cialized form of language used to communicate with children. In the English language,
we sometimes hear adults use such terms as night-night ("good night"), choo-choo
("train"), or woof-woof("dog"). Although English baby talk is quite unsystematic (to the
extent that it is used inconsistently), other languages, such as Comanche, have a very
well-defined and consistently used form of baby talk. According to Joseph B. Casagrande
(1948), the Comanche use about forty words and phrases covering general topics of com-
munication such as nana ("it might hurt") and koko (referring to candy, cookies, or be-
tween-meal snacks). Interestingly enough, these Comanche words share a key feature
with the baby talk found in most other parts of the world: They use simple sounds in a
repetitive fashion. Regardless of where we might find it, the relatively widespread oc-
Sometimes U.S. businesspeople can get themselves into hot water by assuming that
foreigners are unable to understand English. C. Barnum and N. Wolniansky (1989,
53) tell of a representative of a U.S. aircraft manufacturer riding into Cairo from the
airport with his American colleague and an Egyptian chauffeur. A s the two Ameri-
cans chatted, one made a somewhat disparaging remark about Egyptians' ability
to handle the aircraft they were purchasing from the American firm. Unfortunately,
the Egyptian chauffeur'sunderstanding of English was much better than the Amer-
ican had thought.The chauffeur relayed the contents of this remark to a colleague,
who contacted the minister of defense, who in turn contacted the U.S. ambassador.
Within forty eight hours, the insensitive businessman had been deported from
Egypt.
currence of baby talk serves to remind us that variations of a language can depend on the
age of the speaker or the age of the person being addressed.
SOME ADDITIONAL COMPLICATING FACTORS
To function effectively in any language community, it is necessary to know not only the
formal structure of the language (vocabulary and grammar, for example) but also how it
is used in different social situations. We have seen that what is said and how it is said can
vary depending on the sex, age, or relative social status of the speakers. In other words,
to understand linguistic communication in an international business context, it is neces-
sary to understand the social context in which the communication is taking place, or as
the anthropological linguist would put it, the ethnography of speaking.
To further complicate the learning of another language, most languages, for a va-
riety of cultural reasons, employ certain nonstandard forms such as slang, euphemisms,
proverbs, verbal dueling, and humor, and all have various conversational taboos.
Slang
Slang has been defined as "very informal usage in vocabulary and idiom that is char-
acteristicallymore metaphorical,playful, elliptical, vivid, and ephemeral than ordinary lan-
guage" (Stein 1979, 1235). This definition should not lead us to conclude that slang is the
language of the common people. Instead, slang should be viewed as the speech of those who
consider themselves to be part of a particular subgroup within the wider linguistic com-
munity. In certain northern U.S. cities, blacks use such slang terms as hawb ("strong
winds"), oreo ("a person who is black on the outside but white on the inside"), and bad
("good"). Jazz musicians, computer buffs, teenagers, prostitutes, psychologists, and truck
drivers are just several subgroups within the United States that have their own slang. The
importance of slang, whether we are referring to the speech of black New Yorkers or that
of truck drivers, is that it helps determine who is a member of an in-group and who is not.
Businesspeople, too, have their own slang, which they use within their own in-groups.
Such expressions as "dead in the water" (inoperative),"take no prisoners" (harsh), "red tape"
(complicated procedures), and "bottom line" (net profit), among many others, are used
daily by American businesspeople. These examples of slang present two important prob-
lems for the person trying to learn a second language. First, slang increases the possible vari-
ations of expressions in any given speech community. Second, since many slang words are
used for only several years before disappearing or becoming incorporated into the stan-
dard form of the language, keeping up with current slang trends is difficult.
Euphemisms
Behavioral and verbal taboos exist in all known societies; that is, certain categories
of words should be avoided in normal, polite parlance. In many but certainly not all cases,
the prohibited words are associated with sexual relations and everyday bodily functions
When communicating across cultures, it is best to avoid using jargon, slang, or eu-
phemisms.Terence Brake, Danielle Walker, andThomas Walker remind u s (in a hy-
pothetical discussion between an American and his potential business partner from
India) that, although they might seem innocuous, these irregular forms of the En-
glish language can cause problems:
"I've been reviewing the materials you gave me, Mr. Neuru. You have a real cash cow
here. Excellent."
First of all, is Mr. Neuru going to have any idea what a "cash cow" is? And if Mr. Neuru is
a Hindu, isn't it possible he might take offense to the use of "cow" in this context?(1995,174)
such as menstruating, urinating, and defecating. Whatever words may be deemed to be

taboo by a language, it is a fairly arbitrary process, for a word prohibited in one speech
community may be perfectly acceptable in another. Taboo words are dealt with through
the use of euphemisms-that is, by substituting a bland, vague, or indirect expression for
one thought to be too direct, harsh, or blunt. In the English language, for example, the
subject of death is so unpleasant that we have developed an entire system of euphemisms
to avoid dealing with the subject in a direct way. People don't die, they "pass away."
Those in charge of burials are no longer undertakers but are now "funeral directors."
Corpses are not buried in graves, but rather the "dearly departed" are "interred" in "memo-
rial parks." And hearses, which clearly are single-purpose vehicles, are now euphemisti-
cally called "coaches."
Even though the English language has more than its share of euphemisms, this
practice of substituting vague words for more precise ones can be found to some degree
in all languages. Again, the existence of taboo words and euphemisms presents yet an-
other obstacle to second-language learning for the international businessperson. The
learner must become familiar with the prevailing value system of the particular speech
community in order to understand which topics can legitimately be dealt with in a direct
and straightforward manner. Without such an understanding, knowing when to use a
bland expression and when not to will be impossible.
Proverbs
Another nonstandard form of language that must be mastered is the general cate-
gory ofproverbs, aphorisms, and maxims. These wise sayings, regardless of where they
might be found, have certain things in common with one another: (1) They deal with the
essential truths as defined by the culture; (2) they are usually expressed simply and con-
cretely, though often metaphorically; (3) they advise and instruct how people should
comport themselves. The English language is filled with pithy proverbial expressions
(for example, Burton Stevenson's The Home Book of Proverbs, Maxims and Familiar
Phrases, 1948, contains 2,666 pages of English proverbs) that are widely understood if
not always used on a regular basis:
The early bird catches the worm.

All that glitters is not gold.
He who hesitates is lost.
A penny saved is a penny earned.
Too many cooks spoil the broth.
It is wise to risk no more than one can afford to lose.
Early to bed, early to rise, makes a man healthy, wealthy, and wise.
Proverbs are found in all languages and are related to other f o d s of folk literature,
such as riddles, fables, and myths. A cross-cultural examination of pkoverbs reveals that
the same basic idea can appear in two widely divergent and unrelated languages. For ex-
ample, the biblical injunction"An eye for an eye, a tooth for a tooth" can be found in the
Nandi (East African) proverb "A goat's hide buys a goat's hide and a gourd a gourd."
Many similarities in the style and substance of proverbs can also be identified in geo-
graphically contiguous speech communities. The proverb "A bird in the hand is worth two
in the bush" originated in Latin but can be found today in the Romdnian, Spanish, Por-
tuguese, German, and Icelandic languages.
d
Since proverbs tend to be recited in the present tense, people t nd to think of them
as being universally applicable, as relevant guides for living today ds they have been in
the past and will continue to be in the future. Different societies rely hn proverbs to vary-
ing degrees as guides for present behavior. An important part of mastering a second lan-
guage is understanding both the meanings of proverbs and how seriously they are taken
as prescriptions for behavior. I
Verbal Dueling 1
In certain speech communities and under specified conditions1 people are encour-
aged to engage in verbal dueling (competitive communication), in whch the speakers are
more concerned with asserting their dominance than with imparting idformation. One par-
ticularly well-documented example of verbal dueling from our owd society is an insti-
tutionalized form of an insult contest played by urban black adolesceht males-"playing
the dozens." This form of verbal dueling begins when one player insults a member of
the opponent's family, in most cases his mother. Although the person whose family mem-
ber has been disparaged can choose not to play, in most cases he will retort with a coun-
terinsult of his own. These insulting verbal thrusts and parries will continue until the
participants get bored or someone emerges victorious, with both being in-
cited by an attentive audience.
I
A similar type of verbal dueling is played by Turlush male adole cents. The objective
of the Turkish version is to call into question a young man's virility, thereby forcing him
into a subordinate role. Even societies that have reputations for beind particularly peace-
ful in nature, such as the Inuit, engage in verbal dueling. It is not surprising to find ver-
bal dueling in nonaggressive societies, for its serves as an effective mechanism for
diffusing personal enmity by the use of words rather than weapons.
In some cases verbal dueling can be carried out at a national level. According to
Ehud Ya'ari and Ira Friedrnan (199 l), all three of the major players in the 1991 Gulf War
(Iraq, Kuwait, and Saudi Arabia) used an archaic rhetorical art form to exchange insults
over the airwaves. This traditional form of verbal dueling, known as hija, dates back to
biblical times when warriors (such as Goliath) would loudly ridicule their opponents
while boasting of their own prowess. This ancient literary tradition of "cursing in verse"
was based on the notion that one could gain a supernatural advantage by insulting one's
adversaries in rhyme. The hija form of verbal dueling-which has its own format, me-
ters, and rhyming patterns-begins with boastful self-praise and then proceeds to vitri-
olic insults. Immediately after the Iraqi invasion of Kuwait in August 1990, the Saudi,
Iraqi, and Kuwaiti television stations broadcasted hours of uninterrupted hija poetry,
praising themselves while berating the opposition. The content of the dueling poets was
scathing. To illustrate, because the allied forces included some women, the Iraqi hija
poets ridiculed the Saudis for hiding behind the skirts of women, a direct and unequiv-
ocal insult to their virility. On the other side, Saudi hija poets composed brutal verses that
accused Saddam Hussein of attacking his neighbors at night, of being ungrateful for the
help given him in his earlier efforts against the Iranians, an4 the ultimate insult, of being
a Jew.
All these forms of verbal dueling-be they found in a Philadelphia ghetto, a
Turkish village, the Alaskan tundra, or the Middle East-are examples of nonstan-
dard forms of language use that must be understood if the second-language learner is
to appreciate fully the subtleties of the communication patterns in the international
marketplace.
Humor
Humor is another aspect of language that tends to confuse the new language learn-
er. No known cultures lack humor, but what is perceived as being funny varies enor-
mously from one culture to another. In some cultures, like the British and American,
humor is used in business meetings, and business presentations often start with a hu-
morous antidote. In other cultures, however, business is considered no joking matter. It
is not unusual at international business conferences, particularly in Asia, to hear the in-
terpreter say, "The American is now telling a joke. When he finishes, the polite thing to
do is to laugh." Often jokes are told in an international business context when in fact it
is inappropriate to use humor in such situations. But, even if humor is appropriate, the
meaning of the joke or humorous story is frequently lost because it doesn't translate well
from one culture to another.
Jokes are difficult to understand because they contain a good deal of information
about the culture of the joke teller. To "get" the joke, the listener must understand these
pieces of cultural information and how they are combined to make something funny. The
long-standing joke in the United States about lawyers is a case in point. "Why do lawyers
not have to worry about sharks when they vacation at the beach?"The answer: "Profes-
sional courtesy." To appreciate the humor, the listener would have to know several pieces
of cultural information about the United States: (1) Sharks have been known to attack
Communicating across ~ultureb:Language 69
Americans while swimming; (2) lawyers in the United States have thd reputation of prey-
ing on people; and (3) members of some professions in the United States give special con-
siderations to other members of their profession. Assuming that the listener does
understand these culture-specific pieces of information, he or she still needs to appreci-
ate the idea that humor is found in ridiculing an entire profession of pleople. Asians, how-
ever, with their strong traditions of Buddhism and Confucianism, pllace a high value on
politeness and face-saving for others and would find little to laugh about in this type of
sarcasm or parody. I
Humor tends to be so culture specific that it is usually a gooh entrke into under-
standing the culture of the teller of the joke. In other words, jokes tell you a good deal
about what is valued in a particular culture. To illustrate, there is a cdntemporary joke in
1
the United States about the attractive young woman who asks the 01 man, "Would you
like supersex?" His response, "I think I'll take the soup," reflects th generally negative
stereotypes that most Americans have concerning the elderly: They habe no interest in sex,
are hard of hearing, or are so mentally diminished that they cannot distinguish between
soup and sex. Americans like to joke about getting old, but people from many parts of
Asia, Africa, and South America have the highest regard for the eldeily. Thus, such an at-
tempt at humor would not only be not funny, but it also would be offensive.
Conversational Taboos 1
Communicating in a business context, whether we are managing, selling, or ne-
gotiating, requires a certain amount of small talk before the business at hand actually
takes place. All linguistic communities have certain topics of conversation, conversa-
tional taboos, that are considered inappropriate in either polite society or in a business
1
context. When Americans deal with one another for the first time, the small-talk con-
versation usually starts off with topics that are fairly innocuous, s ch as the weather,
sports, or some noncontroversial aspects of the physical environment. Such topics as re-
ligion or politics are usually scrupulously avoided because they are likely to be con-
tentious. Other topics are avoided because they are considered to be too personal and
thus off limits, particularly in initial meetings. These include such topics as health, the
1
health of family members, how much one earns, the cost of personal p ssessions, and such
personal data such as age, weight, or sexual preference.
Just as with other aspects of culture, what is an appropriate t pic of conversation
varies from one group to another. Some cultures, such as German and Iranian, do not share
our American taboos on discussing politics; in fact, they often think of Americans as
being intellectual lightweights for avoiding such topics. In many parts of the world that
d
place a high value on group and family (such as South America), inquiries about the
well-being of a family member is considered quite appropriate. Peo le from a number of
I
cultures do not appreciate discussing topics that may be historically embarrassing, such
as World War I1 for the Germans and Japanese, or illegal immigra ion into the United
States for Mexican businesspeople. Because of the enormous cultural variation on taboo
topics, the best advice to follow is (1) do your homework beforehand and (2) take your
cue from the other person by allowing him or her to initiate the disdussion.
CONCLUSION
It has been estimated conservatively that there are some 3,000 mutually unintelligible
languages in the world today. Some of them have hundreds of millions of speakers, where-
as some have only hundreds.Yet despite the diversity in the size of different linguistic com-
munities, no languages are inherently more efficient at expressing a wide range of ideas
than others. Thus, there is no reason for English-speaking businesspeople to harbor a
linguistic superiority complex.
Learning a language requires time, hard work, and dedication on the part of the
learner and a sense of commitment on the part of the employer. Even after one masters
the vocabulary, grammar, and syntax of a second language, engaging in verbal miscom-
munication is still possible, even likely. First, it is frequently impossible to translate some
ideas from one language into another without a loss of some meaning. Second, some
languages rely more on the explicit spoken word, whereas others rely more on the use of
nonverbal cues and communication context. Third, people frequently speak different
forms of the same language, depending on the social situation in which the communication
takes place. Finally, to further complicate communication,all languages, to some extent,
use nonstandard forms such as slang and euphemisms.
Yet despite the formidable task that learning a second language is for most Amer-
icans, many good reasons justify the effort:
Learning the host language builds rapport and sets the proper tone for doing business abroad.
Learning a second language facilitates learning other languages.
To provide the best possible medical care for oneself and one's family, communicating
clearly the nature of a medical problem to local medical personnel who do not speak En-
glish is vital.
With the increasing threat of terrorism against U.S. citizens, a knowledge of the local lan-
guage might prevent involvement, injury, or death.
Learning the local language can play a major role in adjusting to culture shock because ef-
ficient communication can (1) minimize the frustrations, misunderstandings,and aggrava-
tions that face the linguistic outsider and (2) provide a sense of safety, mastery, and
self-assurance.
In addition to all these cogent reasons, perhaps the best reason for learning a sec-
ond language is that it enables the learner to get "inside" another culture. Communicat-
ing effectively-so essential to the conduct of business affairs-involves more than a
proficiency in sending and receiving messages. Effective communication requires an un-
derstanding of how people think, feel, and behave. In short, it involves knowing some-
thing about the cultural values, attitudes, and patterns of behavior, and one of the best ways
to gain cultural awareness is through a culture's language.
flict occurs between the actors involved.Try to identify the source of the conflict and sug-
Communicating across culture8: Language 71
gest how it could have been avoided or minimized. Then see how well your analyses com-
pare to the explanations in Appendix A.
~
3-1 Wayne Calder, a recent Harvard M.B.A. and one of his organization's most innova-
tive planners, was assigned to the Paris office for a two-year period. Wayne was particu-
larly excited about the transfer because he could now draw on the French he had taken
while in school. Knowing that his proficiency in the French language would be an excel-
lent entree into French society, Wayne was looking forward to getting to know his French
colleagues on a personal level. During the first week in Paris, an opportunity to socialize
presented itself. While waiting for a planning meeting with top executives to begin, Wayne
introduced himself to Monsieur LeBec. They shook hands and exchanged some pleas-
antries, and then Wayne told LeBec how excited his family was to be in France. Wayne
then asked LeBec if he had any children. LeBec replied that he had two daughters and a
son. But when Wayne asked other questions about LeBec's family, his French colleague
became quite distant and uncommunicative.
I
What did Wayne do wrong?
~i
3-2 Bill Nugent, an international real estate developer from Dalla had made a 2:30
P.M. appointment with Mr. Abdullah, a high-ranking government offici I in Riyadh, Saudi
Arabia. From the beginning things did not go well for Bill. First, he was kept waiting until
nearly 3:45before he was ushered into Abdullah's office. When he finally did get in, sev-
eral other men were also in the room. Even though Bill wanted to get down to business
with Abdullah, he was reluctant to get too specific because he considered much of what
they needed to discuss sensitive and private.To add to Bill's sense of frustration, Abdul-
lah seemed more interested in engaging in meaningless small talk rather than dealing
~
with the substantive issues concerning their business.
How might you help Bill deal with his frustration?
3-3 After graduating fourth in his class from a highly ranked engineering school, Eric
Anderson took a job with an international construction company that had major contracts
throughout the world. As a child, Eric had traveled widely with his patents and had never
lost his interest in other cultures and other parts of the world. After six-month orienta-
f
tion in the home office in California, Eric was excited about his assig ment as a consult-
ing engineer on a new multimillion-dollar government office buildin in a West African
country. For the first several months, Eric worked with a team of peodle planning the pro-
ject before the actual construction began. Since Eric had shown a high aptitude for learn-
ing foreign languages in college, he was seen as the most "international" of all the
American engineers on the project and was asked by the project manager to enroll in a
full-time language course so that he would be able to communicate directly with the local
construction workers and supervisors.
1
The intensive language training went reasonably well for the I irst several weeks,
but after the first month Eric's interest in the course declined considerably. After six weeks,
despite the fact that the instructor had nothing but praise for Eric's progress, Eric became
increasingly discouraged with the language training and eventually asked to be trans-
ferred to another project.
Why did Eric become so dissatisfied?
I
I
3-4 A large Baltimore manufacturer of cabinet hardware had been working for months
to locate a suitable distributor for its products in Europe. Finally invited o present a demon-
stration to a reputable distributing company in Frankfurt, it sent one of its most promising
young executives, Fred Wagner, to make the presentation. Fred not only spoke fluent Ger-
man but also felt a special interest in this assignment because his paternal grandparents
had immigrated to the United States from the Frankfurt area during the 1920s. When Fred
arrived at the conference room where he would be making his presentation, he shook
hands firmly, greeted everyone with a friendly Guten Tag, and even remembered to bow
the head slightly as is the German custom. Fred, a very effective speaker and past pres-
ident of the Baltimore Toastmasters Club, prefaced his presentation with a few humorous
anecdotes to set a relaxed and receptive atmosphere. However, he felt that his presen-
tation was not very well received by the company executives. In fact, his instincts were cor-
rect; the German company chose not to distribute Fred's hardware products.
What went wrong?
3-5 Betty Carpenter, president of a cosmetics firm headquartered in Chicago, was in-
terested in expanding its European markets. After attending a four-day trade show in Lon-
don, she decided to spend several days in Paris, talking to some potential distributors of
their more popular product lines. She figured that the three years of college French she
had taken while an undergraduate at Radcliffe would hold her in good stead with her busi-
ness contacts in Paris. Upon arrival she felt quite confident with her proficiency in French,
in getting from the airport and checking into her hotel. The next morning she met with
Monsieur DuBois, vice president of a large French department store chain. Although their
initial conversation went quite well, when the subject turned to business, Betty felt that she
was not communicating very effectively with DuBois. He seemed to be getting mildly an-
noyed and showed little interest in continuing the discussions.
What was Betty's problem?
Communicating
across Cultures
The Nonverbal Dimension ~
rh
Successhl communication in the international business environme t requires not only
an understanding of language but also the nonverbal aspects of com unication that are
part of any speech community. Nonverbal communication has been jeferred to as neta-
communication, paralinguistics, second-order messages, the silent language, and the
hidden dimension of communication, among other terms. As important as language is to
the sending and receiving of messages, nonverbal communication is equally important
1
because it helps us interpret the linguistic messages being sent. Nonve bal cues frequently
indicate whether verbal messages are serious, threatening, jocular, an so on. In addition,
nonverbal communication is responsible in its own right for the m jority of messages
sent and received as part of the human communication process. In fact, it has been sug-
gested on a number of occasions that only about 30 percent of communication between
two people in the same speech community is verbal in nature. In a cross-cultural situa-
tion (as is likely in international business), when people are not from the same speech
community, they will rely even more heavily on nonverbal cues. 1
THE NATURE OF NONVERBAL COMMUNICATION 1

Nonverbal communication functions in several important ways in rdgulating human in-
teraction. It is an effective way of (1) sending messages about our feelings and emotional
states, (2) elaborating on our verbal messages, and (3) governing the timing and turn tak-
ing between communicators. Even though some nonverbal cues fundtion in similar ways
in many cultures, considerable differences in nonverbal patterns can sult in breakdowns
i!
in communication in a cross-cultural context.The literature is filled ith scenarios of how
a misreading of nonverbal cues leads directly to cross-cultural fricti n. The need to mas-
ter the nonverbal repertoire of another culture-in addition to linguistic compe-
74 Communicating across Cultures: The Nonverbal Dimension
tence-increases the challenge of working successfully in an international business set-

ting. Yet, as has been suggested by I? Collett (1971), people who know the nonverbal
cues of another culture will be better liked by members of that culture, and by implica-
tion, will have a greater chance for successful interaction.
In much the same way that languages are arbitrary systems of communication,
nonverbal aspects also display a certain arbitrariness, to the extent that there is a wide
range of alternative ways of expressing ideas and emotions nonverbally. The enormous
range of nonverbal expressions found throughout the world clearly demonstrates two
broad categories of differences: (1) the same nonverbal cue that carries with it very dif-
ferent meanings in different cultures and (2) different nonverbal cues that carry the same
meaning in different cultures.
Often the same gesture has different, or even opposite, meanings. Hissing, for ex-
ample, used as a somewhat rude way of indicating disapproval of a speaker in U.S. soci-
ety, is used as a normal way to ask for silence in certain Spanish-speakingcountries and
as a way of applauding among the Basuto of South Africa. In U.S. society, protruding one's
tongue is an unmistakable gesture of mocking contempt, whereas in southern China it is
an expression of embarrassment over a faux pas (LaBarre 1947,57). The hand gesture
of inserting the thumb between the index and third fingers is a sign for good luck in Por-
tugal but an invitation to have sex in Germany. The hand gesture of putting one's index
finger to the temple communicates "He is smart" in the United States but also means just
the opposite-"He is stupid"-in certain Western European cultures.
In contrast, the same message can be sent in various cultures by very different non-
verbal cues. To illustrate, in the United States and most Western European societies, the
nonverbal cue for affirmation (that is, signifying yes or agreement) is nodding the head
up and down. Despite contentions by early twentieth-century psychologists that such a
nonverbal gesture is natural or instinctive to all humans, we now know that affirmation
is in fact communicated nonverbally in a variety of different ways. For example, affir-
mation is signaled among the Semang of Malaya by thrusting the head forward sharply,
in Ethiopia by throwing the head back, among the Dyaks of Borneo by raising the eye-
brows, among the Ainu of northern Japan by bringing both hands to the chest and then
gracefully waving them downward with palms up, and by rocking the head from shoul-
der to shoulder among the Bengali servants of Calcutta (Jensen 1982,264-65).
The last decade has witnessed a dramatic increase in research on the general topic
of nonverbal communication. Like any new field of study, what constitutes the subject
matter of nonverbal communication has not always met with widespread agreement.
Classifications of nonverbal behavior vary from the threefold scheme ofA. M. Eisenberg
and R. R. Smith (197 1) to the typology of John Condon and Fathi Yousef (1975,123-24),
which includes twenty four categories. Despite the many alternative ways of categoriz-
ing the domain of nonverbal communication, the following topics are found widely in the
literature:
Facial expressions (smiles, frowns)

Hand gestures
Walking (gait)
Posture
rn
-
Communicating across Cultures: The Nonverbal Dimension 75
Space usage (proxemics)

Touching
Eye contact
Olfaction (scents or smells such as perfume)
Color symbolism
Artifacts (jewelry, fly whisks, lapel pins)
Clothing
Hairstyles
Cosmetics
Time symbolism
Graphic symbols
Silence
A thorough discussion of all these aspects of nonverbal comm ication would take
us beyond the scope of this book. However, to convey the importance of nonverbal com-
munication in an international business context, we will examine some of the more obvi-
ous domains in some detail. This discussion will be limited to those nonverbal phenomena
that most significantly affect interpersonal communication, including posture, gestures,
touching, facial expressions, eye contact, and the use of space. Before such a discussion,
however, it is imperative that we first understand some of the potential pitfalls of study-
ing nonverbal communication in the international business environment.
First, there is the potential hazard of overgeneralization.We frequently hear references
made to such geographicalareas as the Middle East, Latin America, or sub-SaharanAfrica,
yet these are hardly appropriate units of analysis for observing patterns of nonverbal com-
munication. In sub-Saharan Africa alone, there are over forty independent nation-states
and more than 800 different linguistic communities that speak mutually unintelligible lan-
guages. Yet we cannot count on uniformity even within a single speech community, for
even here there are likely to be internal variations in nonverbal communicationpatterns, de-
pending on such variables as class, education, occupation, and religion. For example, many
of Edward Hall's insightful conclusions on Arab nonverbal communication(discussed sub-
sequently) are based on the observations of middle- and upper-class males, largely students
and businesspeople. Arab females would not very likely conform to the same patterns of
nonverbal communication as the Arab males that Hall describes. Thus, it is advisable to ex-
ercise some caution when generalizing even within a single culture or speech community.
A second potential obstacle is the unwarranted assumption that within any given
speech community all nonverbal cues are of equal importance. Some nonverbal patterns
may be rarely used and imperfectly understood, whereas others arc! more widely used
and universally understood.
c
A third possible pitfall lies in overemphasizing the differences between cultures in
terms of their nonverbal communication patterns. Although in this hapter we focus on
the great variety of nonverbal patterns found throughout the world, dany nonverbal sim-
ilarities also exist between different speech communities. The problem, of course, for
the international businessperson is to distinguish between them.
1
Finally, we should avoid thinking that the consequences of mis nderstanding non-
verbal cues are always catastrophic. To be certain, misreading some nonverbal cues can
t
lead to the misinterpretation of social meanings, which in turn can res It in serious break-
downs in communication and the generation of hostility. Many other nonverbal cues, on
the other hand, have no such dire consequences but only cause minor irritations, even
amusement. Misreading all nonverbal cues is not a grave matter, but the greater knowl-
edge we have of the nonverbal cues found in the international business environment, the
greater will be our chances of successful communication and the achievement of our
personal and professional objectives.
Having mentioned these methodological caveats, let's now briefly examine some
of the more salient areas of nonverbal communication.The following discussion of such
subdivisions as posture, gestures, and proxemics (space usage) should not suggest that
these points are isolated or unrelated to one another. Used here solely for purposes of pre-
sentation, this approach should not be interpreted as denying or overlooking the very
real connections between these aspects of nonverbal communication found in any speech
community.
BODY POSTURE
The way that people hold their bodies frequently communicates information about their
social status, religious practices, feelings of submissiveness,desires to maintain social dis-
tance, and sexual intentions, to mention only several areas. When communicating, peo-
ple tend to orient their bodies toward others by assuming a certain stance or posture. A
person may stand over another person, kneel, or "turn a cold shoulder"; in each case,
something different would be communicated by the body posture. Postural cues consti-
tute very effective signs of a person's inner state, as well as his or her behavioral expec-
tations of others.
It has been suggested that the human body is capable of assuming approximately
1,000 different body postures (Hewes 1955, 231). Of course, which body position any
given culture chooses to emphasize will be learned by the same process by which other
aspects of culture are internalized.To illustrate this point, let's look at differences in body
posture that people assume when relaxing. People in the United States, for example, are
sitters, whereas people in some rural parts of Mexico are squatters. This basic cultural dif-
ference has actually been used by the U.S. Border Patrol to identify illegal aliens. Ac-
cording to Larry A. Samovar and Richard E. Porter (1991, 192), by flying surveillance
planes at low altitudes over migrant worker camps in southern California, the Border Pa-
trol can tell which groups of campers are squatting and which are sitting, the implication
being that the squatters are the illegal aliens.
When people are interacting in a cross-cultural environment, sharp differences
can be seen in terms of what postures are taken and what meanings they convey. For
example, in the United States we stand up to show respect; in certain Polynesian cul-
tures, people sit down. We frequently lean back in our chairs and put our feet on our
desks to convey a relaxed, informal attitude, but the Swiss and Germans would think
such posture rude. For many people, squatting is the most normal position for relax-
ing, yet for the typical American it seems improper, "uncivilized," or at least not terri-
bly sophisticated.
Communicating across Cultures: The ~onverbajDimension 77
1:
Sometimes we can inadvertently choose a body posture that will ave disastrous
results. Condon and Yousef describe such a case:
The British professor of poetry relaxed during his lecture at Ain Shams niversity in Cairo.
So carried away was he in explicating a poem that he leaned back in his chair and so re-
vealed the sole of his foot to an astonished class. To make such a gesture in a Moslem
society is the worst kind of insult.The Cairo newspapers the next day carried banner head-
lines about the student demonstration which resulted, and they denounced British arro-
gance and demanded that the professor be sent home. (1975,122)
h
Perhaps one of the most visible and dramatic nonverbal messa es sent by posture
or body stance is that of submissiveness. Generally, submissiveness id conveyed by mak-
ing oneself appear smaller, by cringing, crouching, cowering, or groveling. The idea be-
hind this posture is that the individual is so weak, small, and nonthreatening that he or
she is hardly worth attacking. In its most extreme form, we can see prisoners of war
crouching before their captors in a squatting position, heads lowered, with their bodies
curled up. In its mildest form, we can notice a subordinate person benkling ever so slight-
I
ly at the waist (bowing) in the direction of the superordinate person. This form of bow-
ing is a very subtle and temporary lowering of the body in deference o the higher-status
person.
The degree to which a bowing or lowering of the body is emphasized varies from
one culture to another. In many cultures today, the full bow or other dramatic lowering
of the body is generally reserved for formal occasions such as greetidg a head of state or
monarch or as part of certain religious ceremonies. For example, british commoners
standing before the queen or being honored by royalty in a cerembny of knighthood
would be expected to bow, curtsey, or kneel. As part of their religidus practices, some
Christians kneel, Catholics genuflect, and Muslims kowtow, an extremk form of body low-
ering in which the forehead is brought to the ground. Although bowing as a worldwide
phenomenon has been on the decrease in recent decades, it has survived in German cul-
ture and exists to an even greater degree in modern Japan. In the United States, however,
bowing or any type of submissive body posture is particularly irritating, for it tends to con-
note undue formality, aristocracy, and a nonverbal denial of egalitariknism.
Nowhere is bowing more important to the process of communibation today than in
Japanese society. As an indication of how pervasive bowing is in presknt-day Japan, Hel-
mut Morsbach reports that "some female department store employees have the sole func-
tion of bowing to customers at department store escalators" and that many Japanese '%ow
repeatedly to invisible partners at the other end of a telephone line" (1982, 307). Bow-
b
ing initiates interaction between two Japanese, it enhances and emb llishes many parts
!
of the ensuing conversation, and it is used to signal the end of a con ersation. Although
Westerners, in a very general sense, understand the meaning attache to bowing, appro-
priate bowing in Japan is an intricate and complex process. Recipro a1 bowing is deter-
mined largely by rank. In fact, the depth of their bows reveals the rdlative social status
of two communicators (the deeper the bow, the lower the status). When bowing deeply,
i 78 Communicating across Cultures: The Nonverbal Dimension
Bowing is an important mode of nonverbal communication in Japan.
it is conventional to lean slightly to the right to avoid bumping heads. The person of
lower status is expected to initiate the bow, and the person of higher status determines
when the bow is completed. People of equivalent status are expected to bow at the same
depth while starting and finishing at the same time. And as H. Befu relates, this syn-
chronization is an important feature:
The matter of synchrony, in fact perfect synchrony, is absolutely essential to bowing. When-
ever an American tries to bow to me, I often feel extremely awkward and uncomfortable be-
cause I simply cannot synchronize bowing with him or her. . . . Bowing occurs in a flash of
a second, before you have time to think. And both parties must know precisely when to start
bowing, how deep, how long to stay in the bowed position, and when to bring their heads
up. (1979, 118)
How we position ourselves when communicating with another person is also cul-
turally variable. To turn one's back on someone is a clear nonverbal indicator in the Unit-
ed States (and in many other societies as well) of an unwillingness to converse at all.
But the degree to which two people are expected to face one another in normal con-
versation is not the same in all cultures. Even though two white, middle-class Ameri-
cans have no difficulty conversing while walking next to each other with an occasional
turn of the head, Edward Hall found it to be a major problem when attempting to walk
and talk in this fashion with an Arab friend (1966, 160-61). While they walked, the Arab
stopped to face Hall each time he spoke. Since many Arabic cultures insist on a high
degree of eye contact when conversing, conversants must be facing one another di-
rectly. Hall soon discovered that to talk while walking side by side without maintain-
ing intense eye contact was considered rude by the Arab's standards. This example
illustrates not only how body stance or position communicates different messages but
Communicating across Cultures: The onv verbal Dimension 79
also how two domains of nonverbal communication-body positio and gaze-are in-
timately interconnected.
HAND GESTURES 1
Until very recently, the importance of hand gestures has been largely udnoticed. Nonverbal
J
communication in general and hand gestures in particular have long been considered a
trivial aspect of communication, especially in the Western world. Si ce we are told that
language (the capacity to use words to symbolize) is the hallmark of our humanity, we
tend to consider all other forms of communication as pedantic and unimportant. But
human communication is greatly enriched by the nonverbal compondnt; the very mean-
ing of words can in fact change, depending on the accompanying hand gestures. Randall
Harrison (1974, 135) offers an illustration from the English language. The words "Just
let me say . . ." when used with the gesture of the hand up, palm facing the addressee, are
likely to mean "Wait, let me say. . . ."These same words with the gesture of the hand out,
palm facing downward, would most likely imply "Let me tell you how it really is. . . ."
Finally, to utter these words with the hand out, palm facing upward, would mean "It
seems to me. . . ." Thus, these three different palm orientations can provide three quite
different meanings to the same words. Obviously, words are nearly indispensible for the
communication of facts, but without hand gestures the human communication process
would be mechanical and less capable of subtle nuances.
The use of fingers, hands, and arms for purposes of communicating varies con-
siderably from one culture to another. Some cultures (for example, those located in south-
em Europe and the Middle East) employ a wide variety of gestures frequently and with
considerable force and purposefulness.The half-jocular notion that Italians would be un-
able to express themselves if their hands were tied behind their backs is more than a vul-
gar stereotype. Based on research conducted on Italian and Jewish immigrants in New
York City, David Efron (1941) found that Italians used broad, full-arm gestures with rel-
ative frequency. At the other extreme, some indigenous Indian groups in Bolivia use hand
gestures very sparingly because the cool highland climate requires them to keep their
hands under shawls or blankets (Jensen 1982,266). Still other cultures, like our own and
those found in northern Europe, illustrating a middle position, tend td be more reserved
in their use of gestures. These cultures place a higher value on verba! messages and no
doubt consider excessive gesturing to be overly emotional, nonrationdl, and socially un-
sophisticated.
e
Unlike verbal communication, which is usually well document d in structure and
meaning, the nonverbal aspects of communication in most language communities are
very infrequently described; when they are, those descriptions are dsually superficial
and incomplete. One of the rare exceptions is the study conducted bd Desmond Morris
and colleagues (1979) of twenty major gestures found in Western ~ u r d ~Data e . were col-
lected from forty localities, using twenty five languages, in twenty five different coun-
tries. A sizable number of these gestures, used and understood widelk in contemporary
Europe, are also used and understood in the United States. There is, f i r example, gener-
a1 consensus in both the United States and Western Europe about the meaning of crossed
fingers (good luck), the contemptuous nose thumb, and the sexually insulting forearm jerk.
Given our strong European heritage, many European gestures have survived the Atlantic
crossing. Yet despite these similarities on both sides of the Atlantic, far more gestures that
have little or no meaning in the United States are used commonly in Europe. Morris and
his associates cite the following hand gestures, which are widely used in Europe but have
little meaning to the average American:
The eyelid pull (the forefinger is placed below one eye, pulling the skin downward and
thereby tugging on the lower eyelid)-meaning "I am alert" or "Be alert" in Spain, France,
Italy, and Greece.
The chin stroke (the thumb and forefinger, placed on each cheek bone, are gently stroked
down to the chin)-meaning "thin and ill" in the southern Mediterranean area.
The earlobe pull orflick (the earlobe is tugged or flicked with the thumb and forefinger of
the hand on the same side of the body)-a sign of effeminacy found predominantly in Italy,
meaning "I think you are so effeminate that you should be wearing an eamng."
The nose tap (the forefinger in a vertical position taps the side of the nose)-meaning "Keep
it a secret."
One source of conhsion when trying to understand hand gestures in other cultures
is that different cultures can use quite different gestures to signify the same idea. Mor-
ris (1977,4142) illustrates this notion by looking at how men in different parts of the
world signal their appreciation of a physically attractive woman:
The cheek stroke (Greece, Italy, and Spain)-the gesturer places his forefinger and thumb
on his cheekbone and strokes them gently toward the chin.
The cheekscrew (Italy, Sardinia)-the forefinger is pressed into the cheek and rotated.
The breast curve (found in a wide range of cultures)-hands simulate the curve of the fe-
male breast.
The waist curve (common in English-speakingcountries)-the hands sweep down to make
the curvacious outline of the female trunk.
The eye touch (South America, Italy)-a straight forefinger is placed on the lower eyelid and
pulled down slightly.
The two-handed telescope (Brazil)-the hands are curled one in front of the other as the man
looks through them in telescope style.
The moustache twist (Italy)-the thumb and forefinger twist an imaginary moustache.
The hand on heart (South AmericaFthe right hand is placed over the heart, signifying a
"heart throb."
ThePngertip kiss (France)-the fingertips are kissed and then spread out in the direction
of the woman.
The air kiss (English-speakingcountries)-a man kisses the air in the direction of the woman.
The cheekpinch (Sicily)-a man pinches his own cheek.
The breast cup (Europe in general)-both hands make a cupping movement in the air, sim-
ulating the squeezing of the woman's breast.
By researching the ethnographic literature, we could no doubt identify many other

hand gestures found in different cultures to signify female attractiveness. However, the
Communicating across Cultures: The ~onverbabDimension 81
This hand gesture has dzyferent meanings in dzyferent culutres. Beware! Don't
use this gesture in parts of South America It doesn't mean "OK."
major point has been made: since the human hand is such a precision inhument, and since
communication patterns are so arbitrary, a vast array of alternative hand gestures can
convey any given idea.
Cross-cultural misunderstandings can also occur when a singl'e hand gesture has
a number of different meanings in different parts of the world. For example, most peo-
ple in the United States know that to signify that something is OK or good one raises
one's hand and makes a circle with the thumb and forefinger. However, this same hand
gesture means "zero" or "worthless" to the French, "money" to thk Japanese, "male
homosexual" in Malta, and a general sexual insult in parts of South America. Anoth-
er example-and one that had some serious diplomatic repercussiods-is the clasped-
hands-over-the-head gesture made famous by Soviet Premier Khruihchev on his visit
to the United States in the 1960s. Interpreted by Americans as an arrbgant gesture used
by victorious prizefighters, it was used by Khrushchev as a of international
friendship.
Those in high office are not immune from sending unintentional messages non-
verbally when traveling abroad. As his limousine passed a group of protestors in
Canberra, Australia, President George Bush early in 1992 held up his first two fin-
gers with the back of his hand toward the protestors. Thinking tha: he was giving
the nonverbal gesture meaning "victory," he failed to realize that ih Australia that
same hand gesture is equivalent to holding up the middle finger in thh United States.
FACIAL EXPRESSIONS
The face, perhaps the single most important part of the body for channeling nonverbal
communication, is particularly rich in its potential for communicating emotional states.
Next to speech, the face is the "primary source of giving information" (Knapp 1972,
68-69). Although in English, and in most other languages as well, only a handful of
words refer to specific facial expressions (for example, smile, frown,grimace, squint);
human facial muscles, however, are so complex that approximately 1,000 different facial
expressions are possible (Ekman, Friesen, and Ellsworth 1972, 1). The face is in fact so
central to the process of communication that we speak of "face-to-face" cornmunica-
tion, and English speakers to some extent, and Japanese to a far greater degree, speak of
"losing face" in certain unfortunate situations.
There is little question about the importance of the face as a source of nonverbal
communication. The face is capable of conveying emotional, attitudinal, and factual in-
formation in short periods of time. In addition, the question of facial expressions has
been central to the nature-nurture debate surrounding all nonverbal communication. Un-
like every other form of nonverbal communication-which tends to be largely culture
bound-a substantial body of literature claims that some facial expressions may be in-
nate human traits, regardless of cultural context. Charles Darwin (1872) was the first to
propose the notion of certain universal facial expressions, an idea also supported by
F. H. Allport (1924) and Paul Ekman, Wallace V. Friesen, and Phoebe Ellsworth (1972).
All these researchers have attempted to demonstrate that certain emotions are expressed
by the same facial expressions in widely diverse cultures, including isolated, preliterate
cultures having no contact with the Western world. Some researchers have traveled the
globe in search of remote tribal groups that have facial expressions identical to our own.
For example, I. Eibl-Eibesfeldt (1971) contends that all people give a rapid "eyebrow
flash" when greeting someone (the eyebrows are instantaneously raised and then lowered).
Although this research is not exhaustive, the wide global distribution of this particular
facial movement strongly suggests that the behavior is inborn. Moreover, children who
were born blind and deaf exhibit the normal repertoire of facial expressions, which would
tend to eliminate the possible explanation that the expressions were acquired through the
process of learning (Eibl-Eibesfeldt 1972).
The nature-nurture question has not been settled, and others contend that facial
expressions are culture bound. R. L. Birdwhistell (1963) advances the position that fa-
cial expressions do not have universal meanings but are instead the result of cultural, not
biological, inheritance. To substantiate this position, one has only to examine the varia-
tions in smiling behavior throughout the world. Weston LaBarre (1947,52) distinguish-
es between two well-described cultures in the southwest Pacific-the Papuans, known for
their wide use of smiling, and the Dobus, where "dourness reigned." Geoffrey Gorer
(1935, 10) reports that in certain parts of Africa laughter and smiling are used to express
surprise, wonder, and embarrassment, not amusement or happiness. Morsbach (1982,
307) suggests that, although a sign of joy in Japan, smiling can also be used to hide dis-
pleasure, sorrow, or anger and the trained observer should be able to distinguish between
these two types of smiling. J. V. Jensen (1982,265) contends that in some Asian cultures
Communicating across Cultures: The ~onverba)
Dimension 83
i
smiling is a sign of weakness, and it is for this reason that teachers av id smiling in class
lest they lose control over their students. Thus, it would appear that, espite the fact that
all people smile, the meanings attached to this particular facial exprdssion vary widely.
In some parts of the world, it is considered highly desirable to maintain an ex-
pressionless face. Nowhere is t h s ideal more widely adhered to than in Japan, which no
doubt accounts for the contention by many Westerners that the Japanese are "inscrutable."
According to Morsbach, 1
Self-control, thought of as highly desirable in Japan, demands that a d a n of virtue will not
i
show a negative emotion in his face when shocked or upset by sudden ad news; and if suc-
cessful, is lauded as tiazen jijaku to shite (perfectly calm and collect d), or mayu hitotsu
ugokasazu ni (without even moving an eyebrow). . . . The idea of an ekpressionlessface in
situations of great anxiety was strongly emphasized in the bushido (way of the warrior)
which was the guideline for samurai and the ideal of many others. (1982,308)
This ideal of masking one's emotions is well supported by rese'arch conducted by

K. Shimoda, M. Argyle, and R. Bitti (1978). English, Italian, and Japanese judges were
1
asked to read or "decode" the nonverbal facial expressions of perf rmers from these
three cultural groups. All three sets of judges had the least accuracy re ding the facial ex-
pressions of the Japanese performers, a result explained by the lack of negative facial ex-
pressions.
It is not necessary here to decide which side in this nature-nu re debate is most
correct; reality exists somewhere in between these two polarized positions. In other words,
no facial expressions are either totally innate or totally acquired by learning. A more rea-
sonable interpretation of the data would be that, although certain facial expressions may
be universal, specific cultural norms may influence how, when, and
For example, the stimulus that elicits a particular facial expression
ture to culture: In the United States, the sight of a rat running
elicit fear andfor disgust; in another culture, where rodents
might provoke pure joy and delight.
Another factor that tends to produce cultural differences is that facial expressions
are filtered through one's culturally learned display rules. Our culture teaches us what we
should feel and how we should show it. It might be appropriate to intensify a felt emo-
Smiles don't always indicate happiness. Christopher Engholm relates a personal ex-
perience that illustrates the meaning of a smile in China:
One morning, standing in front of our hotel in Korla, a desert town in the Xinjiand province
of China, a United Nations consultant and I saw a tractor-wagon, loaded with masonry rock,
hit a ditch and dump its contents upon its driver. . . . Our hotel concierge ran over to ex-
amine the situation and gave us the lowdown with a toothy smile: "He dead for sure. Hit
his head very hard, I think."We stood there horrified at his seeming indifference, until we
remembered that his smile was a shield to protect us-the honored foreign guests-from
being disturbed by the event. (1991, 134)
tion because it is socially expected, such as a display of exaggerated pleasure over re-
ceiving a Christmas present that was not particularly attractive or desirable. On other oc-
casions, it might be socially appropriate to deintensify, or de-emphasize, an emotion,
such as repressing one's delight over winning a large pot in a poker game. In some situ-
ations, a culture requires one emotion to mask another, as exemplified by the runner-up
in a beauty contest who is expected to suppress her own disappointment by showing hap-
piness for the winner. Or looked at from an intercultural perspective, Morsbach (1982,
307) reminds us that the Japanese often mask their sorrow or anger by laughing and smil-
ing. Thus, these socially learned display rules of intensification, deintensification, and
masking can modify facial expressions from one cultural context to another. If in fact cul-
tural learning can affect how and to what extent messages are sent by facial expressions,
it behooves international businesspeople to become familiar with this critical aspect of
nonverbal communication.
GAZE
All cultures use gaze (eye contact) as a very important mechanism of communicating non-
verbally. J. Heron refers to gaze as "the most fundamental primary mode of interper-
sonal encounter," for it is where two pairs of eyes come together "that people actually meet
(in the strict sense)" (1970,244). Unlike other forms of nonverbal communication, the
gaze is particularly salient because it is so noticeable. As P. C. Ellsworth notes,
For a behavior that involves no noise and little movement, it has a remarkable capacity to
draw attention to itself even at a distance. . . . People often use a direct gaze to attract an-
other person's attention in situations where noise or gesticulationare inappropriate.The fact
that we expect others to be responsive to our gaze is illustrated by our exasperation when
dealing with people who have learned immunity to the effects of a stare, such as waiters.
(1975,5-6)
The communicative function of the eyes has not escaped the nonsocial scientists,
for as Ralph Waldo Emerson wrote, "One of the most wonderful things in nature is a
glance of the eye; it transends speech; it is the bodily symbol of identity" (cited in
Champness 1970,309). The eyes are in fact such a powerful force for interpersonal in-
teraction that it is impossible not to communicate through visual behavior; that is, if we
maintain eye contact with someone, we are communicating just as much as if we avoid
eye contact.
Although some aspects of eye communication are partially controlled by physiol-
ogy, such as pupil dilation, much of the meaning attached to gaze and gaze avoidance is
culturally determined. Like many other forms of learned behavior, gaze can be affected
by early childhood socialization, as exemplified by Japanese infants who are carried on
their mothers' backs and thus have little contact with the mothers' faces. In later life, cul-
tures tend to be extremely efficient at instilling certain values concerning gaze or its
avoidance. Yet whenever it may be internalized, how, when, and to what extent people in
different parts of the world use gaze as a communication mechanism vary widely.
In some societies the direct intense gaze is a sign of attentiveness

and respect whik in others it is threatening and hostile.
One of the best scientifically controlled studies of eye contact in a number of dif-
ferent cultures was conducted by 0 . M. Watson (1970) among foreign-exchangestudents
in the United States. Pairs of students were invited into a laboratory and asked to talk on
any subject in their native language while being observed from a one-way screen. Wat-
son found that the highest levels of gaze were recorded for Arabs and people from Latin
America, and the lowest levels were found among Indians and northern Europeans. These
findings lend credence to the earlier statement made by Edward Hall that "Arabs look each
other in the eye when talking with an intensity that makes most Americans highly un-
comfortable"(1966, 161). In addition, Watson found that, within any given group, gaze
did not vary according to overseas cultural experience, such as length of time in the Unit-
ed States. This is a good indicator that gaze patterns are fairly rigidly fixed early in life
and are relatively unaffected by adult experiences.
There are a number of cultures in which gaze tends to be more important than it is
among middle-class Americans. For example, in Greece it is customary to look at peo-
ple in public places, a practice that would make the typical resident of Kansas quite un-
comfortable. In North Africa the Taureg place considerable emphasis on gaze because the
other channels of nonverbal communication, such as hands and arms, are covered with
clothing. In such cultures a lesser degree of eye contact (such as might be found in the
United States) can be viewed as impolite, inattentive, insincere, and aloof.
On the other hand, many societies teach their children to avoid direct eye contact
in general or in specific social situations. Michael Argyle and Mark Cook (1 976,29) re-
port that among the Wituto and Bororo Indians of South America both parties in a con-
versation must avoid direct eye contact by looking at some external object while talking.
In Japan, rather than looking a person straight in the eyes, one should focus the gaze
somewhat lower, around the region of the Adam's apple (Morsbach 1982,308). The Nava-
.' jo define eye contact so negatively that they have as part of their folklore a mythical
- monster named He-Who-Kills-With-His-Eyes who serves to teach Navajo youngsters
that to stare can actually kill another person. In many parts of sub-Saharan Africa, direct
eye contact must be avoided when addressing a higher-status person. When we interact
in an international business context with people from such cultures, we must realize that
our insistence on maintaining a relatively high level of gaze could be interpreted as threat-
ening, disrespectful, haughty, or insulting.
Just as there are considerable verbal differences between the English spoken in
England and in the United States, there are also differences in certain nonverbal aspects
of communication, such as the use of eyes to send and receive messages. Charles Mitchell
tells of an American businesswoman who had developed a good working relationship
(over the telephone) with a British colleague working in London:
All went well until the American traveled to London to meet face-to-face with her British
colleague to sign a research and development contract. The first meeting did not go well.
"There was something that did not seem right," she says, "Throughout the presentation none
of the Brits, not even the guy I had developed a phone relationship with, would look us in
the eye. It was like they were hiding something. After a lot of internal discussion, we decided
to sign the contract, but many of us still felt uneasy. . . . It almost ruined the relationship and
sunk the deal." (2000,5)
Rules for eye contact in public places also vary from one culture to another. In
France, for example, it is quite acceptable for a man to stare blatantly at a woman on the
street. In fact, according to Flora Davis, "Some French women complain that they feel
uncomfortable on American streets-as if they had suddenly become invisible" (1971,
68). This is understandable because public eye behavior in the United States is consid-
erably more restricted than in France or in other parts of the world. In the United States,
staring openly at someone in a public place is considered rude and an infringement on
his or her privacy. Instead, Americans practice what Erving Goffman (1963) refers to as
"civil inattention," a very subtle practice whereby people give others just enough eye
contact to acknowledge their presence but at the next moment withdraw that eye contact
so they are not singled out as an object of particular curiosity. When two people are walk-
ing toward each other, civil inattention permits eye contact up to approximately eight
feet before the eyes are cast downward as they pass, or as Goffman puts it, "a kind of dim-
ming of lights" (1 963,84). Like so many other aspects of nonverbal behavior, civil inat-
tention is such a subtle social ritual that most middle-class Americans are barely aware
of it. Nevertheless, it remains an important nonverbal behavior that regulates interaction
in the United States.
How people use personal space in their interactions with others is another "silent lan-
guage" that must be understood to achieve clear communication within an international
business setting. This area of nonverbal communication is known as the study ofprox-
According to anthropologist Conrad Kottak,

The world's cultures have strikingly different opinions about matters of personal space.
When Americans talk, walk, and dance, they maintain a certain distance from others-
their personal space. Brazilians, who maintain less physical distance, interpret this as a
sign of coldness. When conversing with an American, the Brazilian characteristically
moves in as the American "instinctively" retreats. In these body movements, neither Brazil-
ian nor American is trying consciously to be especially friendly or unfriendly. Each is
merely executing a program written on the self by years of exposure to a particular cul-
tural tradition. Because of different cultural conceptions of proper social space, cocktail
parties in such international meeting places as the United Nations can resemble an elab-
orate insect mating ritual, as diplomats from different cultures advance, withdraw, and
sidestep. (1987, 210)
emics, a term introduced by anthropologist Edward Hall, most notably in his book The
Hidden Dimension (1966). Although other researchers have developed similar concepts
to Hall's notion of personal space (Sommer 1959; Kuethe 1962; Little 1965), his obser-
vations and theories are not only clearly presented but also rich in cross-cultural insights.
Hall's major contribution to our understanding of intercultural communication has been
to demonstrate that people follow predictable cultural patterns when establishing dis-
tance between themselves and others. How close a person gets to another in normal con-
versation depends on the nature of the social interaction, but in all cases the specific
magnitude of the distance is dictated by cultural norms.
An important part of Edward Hall's (1966) typology of proxemics is his delin-
eation of four categories of distance based on his observations of middle-class Americans:
1. Intimate distance:ranging from body contact to eighteen inches, a distance used for love-
making, comforting, and protecting, at which olfactory and thermal sensations are at their
highest.
2. Personal distance: from eighteen inches to four feet, depending on the closeness o f the re-
lationship. At this distancing mode people have an invisible "space bubble" separating them-
selves from others.
3. Social distance: from four to twelve feet, a distance used by acquaintances and strangers in
business meetings and classrooms.
4. Public distance: from twelve to twenty five feet, at which the recognition o f others is not
mandatory and the subtle shades o f meaning o f voice, gesture, and facial expression are lost.
Although the specific distances described apply to middle-class Americans, all

cultures have accustomed their people to feel comfortable at a specific distance. What is
appropriate distance for one cultural group might appear to be "crowding" to another or
"standoffish" to a third. For example, operating within Edward Hall's (1966) category of
personal space, most middle-class Americans choose for normal conversations a dis-
tance of approximately twenty inches, with minor variations depending on sex and level
of intimacy. For certain cultural groups in South America and the Caribbean, the normal
conversational distance is in the range of fourteen to fifteen inches. And for certain cul-
Arabs and Westerners have

different definitions of
how closely people should
stand to one another in
normal conversation.
tures in the Middle East, that distance is as small as nine to ten inches. These apprecia-
ble differences should make it painfully obvious just how important an understanding of
proxemic variables is to effective intercultural communication. To stand twenty inches
from a Saudi Arabian, although normal for an American, communicates reserve, un-
friendliness, and a sense of superiority. Yet when the Saudi moves closer, to establish
what for him or her is a more comfortable conversational distance, the typical American
interprets it as pushy or aggressive. Because of these culturally produced perceptions of
space, Americans, when conversing with South Americans or Middle Easterners, may find
themselves continually backpedaling in an attempt to maintain their twenty-inch dis-
tance as their foreign acquaintances continue to move closer. Although both conversants
are simply trying to establish the normal conversational distance as determined by their
cultural upbringing, considerable misunderstandings can occur.
Proxemic patterns are so important for cross-cultural communication largely be-
cause they represent such a subtle and frequently overlooked form of nonverbal com-
munication. Each culture develops its own set of rules and uses of space, which like other
aspects of culture are learned, but learned in an unconscious manner. It would be hard to
find anyone in the United States who could testify that while growing up his or her adult
role models explicitly taught him or her to maintain a conversational distance of twenty
inches. Nevertheless, according to the findings of Edward Hall and others, middle-class
Americans have learned what "proper" distance is, and they have learned it with re-
markable consistency.
Although Hall's (1966) descriptions of cultural differences in space usage are anec-
dotal, other, more empirically based research has come to essentially the same conclu-
sions. 0. M. Watson and T. D. Graves (1966), testing Hall's theories in a comparative
study of American and Arab students, found that the Arab students not only stood clos-
er to one another than did the Americans but also talked more loudly, touched each other
more often, maintained a higher degree of eye contact, and faced each other more directly.
In another study, K. B. Little (1968) used doll figures as a simulated measure of per-
sonal space among five cultural groups: Americans, Swedes, Scots, Greeks, and south-
ern Italians. As Hall's theories predicted, the southern European cultures chose social
schemes reflecting less interpersonal distances than northern European and American
cultures. Later empirical research by Watson (1970) concluded that South Americans,
Asians, and people from the subcontinent of India normally choose spatial distances that
are midway between Arabs and northern Europeans. Finally, J. C. Baxter (1970), ob-
serving 859 pairs of people in a New York City zoo, found that Mexicans stood appre-
ciably closer to one another than did white Americans, and black Americans stood farther
apart than the other two groups.
An awareness of proxemics has important implications for the conduct of interna-
tional business. How different cultural groups use their office space, for example, can lead
to breakdowns in communicationsbetween business partners. Whereas many Americans
are accustomed to having a desk between themselves and their business partners, many
South Americans see a desk as an unnecessary barrier and may try to crowd into the
American's personal space. At the other extreme, Germans, who see their personal space
as an extension of their egos, tend to be very protective of it. Unlike Americans, who
generally close their office doors only for private conferences, Germans are likely to
keep their office doors closed all the time because to do otherwise is considered to be ex-
ceedingly unbusinesslike. Moreover, Germans become uncomfortable when someone
moves his or her office chair closer to adjust the social situation. This cultural norm, at
least in part, explains why Germans prefer heavy office furniture: people cannot rearrange
the chairs and possibly intrude on their personal space. In fact, Edward Hall reports that
"a German newspaper editor who had moved to the United States had his visitor's chair
bolted to the floor 'at the proper distance' because he couldn't tolerate the American
habit of adjusting the chair to the situation" (1966, 137-38). Regardless of whether we
encounter a preference for open doors or closed doors, or flexible or inflexible office ar-
rangements, these things are likely to have different meanings in different cultures, which
can influence the nature of the international business relationship.
BODILY CONTACT (TOUCHING)
Touching is perhaps the most personal form of nonverbal communication, and yet para-
doxically it is one that most people are reluctant to discuss. For the first several months
of life, touching is by far the most intense channel of communication, particularly between
mother and child. In fact, as Ashley Montagu (1972,93) so dramatically points out, tac-
tile communication is so important in infants that its deprivation can have devastating,
even lethal, effects.
Humans touch in a variety of ways and for a variety of purposes. But of all the
logical possibilities, each culture retains a limited number of forms of touching. For ex-
ample, Argyle (1975,287) suggests that in Western cultures the following types of touch-
ing are commonly found:
Patting (head, back) Holding (hand, arm, knee)

Slapping (face, hand, bottom) Guiding (hand, arm)
Punching (face, chest) Embracing (shoulder, body)
Pinching (cheek) Linking (arms)
Stroking (hair, face, upper body, knee) Laying-on (hands)
Shaking (hands) Kicking (bottom)
Kissing (mouth, cheek, breast, hand, foot) Grooming (hair, face)
Licking (face) Tickling (anywhere)
Cultures outside of the West may use some or all of these forms of touch, and they
may use others as well. Each culture has a well-defined system of meanings for differ-
ent forms of touching for various parts of the body. Each culture also defines who can
touch whom, on what parts of the body, and under what set of social circumstances. In
the United States, it is perfectly acceptable for two adult men to communicate friendli-
ness and goodwill by shaking hands. But if these same two men held hands while walk-
ing down the street, they would be communicating a very different messageand one that
is less congruent with conventional standards.
While conducting anthropological field research in central Kenya during the
1970s, I became particularly aware of how meanings conveyed through touch can
vary across cultures. Even before going to Kenya, I had known through ethnograph-
ic readings that Kikuyu men routinely held hands with their close personal friends.
After several months of living and working with the Kikuyu, I was walking through
a village in Kiambu District with a local headman who had become a key informant
According to Conrad I?Kottak (1987, 21O), one of the most obvious cultural differ-
ences between Brazil and the United States involves physical contact-kissing,
hugging, touching in general. Middle-class Brazilian children-both boys and girls-
are taught to kiss (on the cheek, twice or three times, coming and going) every
adult relative they ever see. Given the size of Brazilian extended families, this can
mean hundreds of people. Girls continue kissing throughout their lives. Males go
on kissing their female relatives and friends. Until they are adolescents, boys also
kiss adult male relatives. Thereafter, Brazilian men greet each other with hearty
handshakes and the traditional male hug (abraco).These embraces are tighter and
last longer the closer the relationship.
In certain parts of the

world, thisfriendly gesture
of touching someone with
the lej2 hand is considered
a serious insult.
and a close personal acquaintance. As we walked side by side, my friend took my

hand in his. Within less than thirty seconds, my palm was perspiring all over his. De-
spite the fact that I knew cognitively that this was a perfectly legitimate Kikuyu ges-
ture of friendship, my own cultural values (that is, that "real men" don't hold hands)
were so ingrained that it was impossible for me not to communicate to my friend that
I was very uncomfortable. This personal incident illustrates (1) how the meaning of
touching can vary from one culture to another, (2) how our own cultures can social-
ize us so thoroughly that we have little or no control over our reactions (for example,
perspiring), and (3) how such differences in touching behavior can lead to cross-cul-
tural misunderstandings.
Some cultures are high-touch cultures, and others are low-touch cultures. A num-
ber of studies (Montagu 1972; Sheflen 1972; Mehrabian 1981) have suggested that
Mediterranean cultures, Arabs, Jews, and eastern Europeans are high-touch cultures,
whereas the English, Germans, northern Europeans, and many Asian cultures are low-
touch cultures. Striking differences between high-touch and low-touch societies can be
observed in certain public situations. For example, in crowded areas such as subways,
white Londoners are likely to assume an overrigid posture, studiously avoiding eye con-
tact and in no way acknowledging the presence of other passengers. The same type of be-
havior is seen on subways in New York City, Washington, D. C., or San Francisco. The
French, in contrast, have no apparent difficulty with touching total strangers in the Paris
metro, as Montagu describes:
Here the passengers will lean and press against others, if not with complete abandon, at
least without feeling the necessity either to ignore or apologize to the other against whom
they may be leaning or pressing. Often the leaning and lurching w i l l give rise to good-
natured laughter and joking, and there will be no attempt to avoid looking at the other pas-
sengers. (1972,304)
Some forms of touching routinely found in England or the United States are viewed
as most inappropriate in other parts of the world. Consider, for example, the practice of
social (or ballroom) dancing as practiced in the United States, whereby two adults of the
opposite sex move about the dance floor in time with the music while holding each other
in a semiembrace. It is common in such dancing for the front of their bodies to be in con-
stant contact-and they do this in public. Despite the close physical touching involved in
this type of dancing (a form of bodily contact not unlike that assumed in sexual inter-
course), our society has defined it as almost totally asexual. Although ballroom dancing
can involve high levels of intimacy, it is equally possible that there is no sexual content
whatsoever. Many adult men in the United States have danced in this fashion with their
mothers, their sisters, or the wives of their ministers at church socials without anyone rais-
ing an eyebrow. Yet many non-American cultures view this type of dancing as the height
of promiscuity and bad taste. It is interesting to note that many of those non-Americans
for whom our dancing is a source of embarrassment are the very people we consider to
be promiscuous, sex-crazed savages because their women do not cover their breasts.
Although it is generally valid to speak of high-touch versus low-touch cultures, be
carefkl not to overgeneralize. One empirical study conducted by Robert Shuter (1977),
The different meanings connected with certain types of touching can lead to seri-
ous miscommunications in international business. Sergey Frank cites one such
case of a cross-cultural misunderstanding that occurred between a northern Eu-
ropean businessman and a southern European businessman a s they were walk-
ing to a restaurant to celebrate after reaching final agreement on the terms of a joint
venture between their two companies. According to Frank,
When the Southern partner made an attempt to link arms as they set off to the restaurant,
his Northern partner misread the signal and panicked. What's this man's problem? Touch-
ing in public? The gentleman from the North had visions of a scandal in the newspaper
back home, even to the extent of homosexual implications, and rather clumsily spurned
the gesture. His surprised partner immediately took offense, the once-positiveclimate de-
teriorated, and the meal went miserably. And even though the follow-up negotiations were
eventually concluded, they were unnecessarily bogged down by the climatic misunder-
standings that could easily have been avoided through a better mutual understanding of
culture and etiquette. (1992, 51)
which examined touching behavior among Germans, Italians, andhericans, found that
some of these national stereotypes did not hold true for both males and females. For ex-
ample, Shuter found that although German and American men were less tactile than Ital-
ian men, they were more tactile than Italian women. These findings are important because
they serve as a critical reminder not to think in monolithic terms when trying to deter-
mine cultural characteristics. Touching behavior, in other words, can vary in any given
culture according to a number of factors such as sex, age, or relative status, to mention
only several key variables. Instead of relying solely on overly simplified stereotypes, it
would be more advisable to sharpen one's skills of observation of what touching means
in a wide variety of contexts.
CONCLUSION
The United States is a highly literate society that tends to emphasize the verbal
channel of expression. Most Americans, if forced to think about it at all, see the spo-
ken word as the primary carrier of meaning. They are much less likely to give much
credence to the nonverbal aspects of communication. As important as language is to fa-
cilitating intercultural communication within an international business setting, it is
only a first step to intercultural understanding. Of equal importance is the nonverbal
dimension, which we all rely on but only vaguely recognize. Now that we have exam-
ined six of the more common modes of nonverbal communication in some detail, it
would be instructive to look at some of the more salient features of nonverbal com-
munication in general.
1. Like its verbal counterpart,nonverbal communication is largely a learned, or culturally trans-

mitted, phenomenon. Although some convincing evidence shows that certain limited aspects
of nonverbal communication are universal (for example, the expression of emotions through
smiles, frowns, or eyebrow flashes), the great majority of nonverbal cues, and the meanings
attached to them, vary from culture to culture.
2. The comparatively new field of nonverbal communication studies has not been able to de-
scribe comprehensive systems of nonverbal communication for a single speech communi-
ty as linguists have done for language; that is, although linguists have demonstrated the
logic and consistency of many linguistic structures through the careful descriptions of gram-
mar and syntax, nonverbal communication studies have yet to reveal the systematic nature
of any speech community's "silent language." In other words, we do not have, at least yet,
a grammar specifying the rules for constructing nonverbal messages. Nor are nonverbal
dictionaries available that might provide, in reference book fashion, the meaning of a par-
ticular nonverbal cue.
3. Unlike spoken language, many nonverbal cues are sent and received despite our best inten-
tions to do otherwise. Whereas language is every bit as effective for masking our true feel-
ings as it is for expressing them, much of nonverbal communication is beyond our purposeful
control. We can smile when we are unhappy, and to that extent we can purposefully control
some nonverbal cues, but we cannot control our blushing when embarrassed, perspiring
when nervous, or pupil dilation when frightened.
4. Since some nonverbal communication is beyond the individual's control, finding a no-
ticeable lack of fit between a person's words and the nonverbal messages he or she might
send is not at all uncommon. For example, in response to the question "How are you?" a
person might respond "Fine," while sending a number of nonverbal messages (such as
sullen tone of voice, downcast eyes, and a frown) that totally contradict the upbeat verbal
response. Research (Burgoon, Buller, and Woodall 1989,9-10) indicates that when a dis-
crepancy occurs between the verbal and the nonverbal, the observer will most likely believe
the nonverbal.
5. To a much greater degree than with language, nonverbal behavior is by and large uncon-
scious. We send nonverbal messages spontaneously without giving much, if any, thought
about what hand gestures we are choosing to punctuate our words, how far we are from
someone else's mouth in normal communication, or how long we maintain eye contact.
Since so much of our nonverbal behavior is operating in the unconscious realm, seeking
clarification of a misunderstood nonverbal cue becomes nearly impossible. Although we
can ask someone to repeat a sentence, we would be quite unlikely to ask someone to explain
what he or she meant by a half smile, a particular posture, or a sudden movement of the
head.
6. Based on past research, strong evidence indicates that women are better able to read non-
verbal cues than are men. J. A. Hall (1978), reviewing fifty two gender-related studies, found
that 75 percent showed a significant female advantage. Robert Rosenthal and colleagues
(1979,80-84), using the PONS (Profile of Nonverbal Sensitivity) test, found an even greater
female advantage than the earlier studies.
Although much has been made o f the distinction between language on the one
hand and nonverbal communicationon the other, the two forms o f communication are in
fact inextricably interconnected. To learn just the spoken language and to ignore the non-
verbal behavior would be as inadequate a response to cross-cultural communication as
doing just the opposite. An understanding o f both modes is necessary to reveal the full
meaning o f an intercultural event. Being able to read facial expressions, postures, hand
gestures, gaze, and space usage, among others, increases our sensitivity to the intricacies
o f cross-cultural communication so necessary for success in the international business
arena. To really know another culture, we must first learn the language, and then we must
be able to hear the silent messages and read the invisible words.
flict occurs between the actors involved.Tt-y to identify the source of the conflict and sug-
4-1 After completing an M. B. A. in international business and working for a Boston bank
for several years, Don Bynum was assigned for several weeks as a troubleshooter in the
Rome office. To facilitate his adjustment to the Italian banking system and to assist with
translation, the branch manager had assigned Don to work with Maria Fellini, a bilingual
employee of the bank. Maria, like Don, was single and in her early thirties, and she lived
with her widowed mother. In response to a comment Don had made about the joys of Ital-
ian cuisine, Maria invited Don to her mother's home for dinner. The dinner went well, and
Don felt fortunate to have had a chance to be entertained in an Italian home. Several days
Communicafing across Culfures: The Nonverbal Dimension 95
later, Don felt somewhat embarrassed because he had forgotten to bring Maria's mother
a gift the evening he had gone to dinner. Several days before returning to the United
States, he made a special trip back to Maria's house to deliver personally a large bouquet
of chrysanthemums to Maria's mother as a token of his appreciation for her hospitality.
Maria answered the door, greeted Don, and took the flowers into the kitchen. But when
she took Don into the living room to say goodbye to her mother, no mention was made of
the flowers. Don felt that perhaps he had done something inappropriate.
What went wrong?
4-2 Construction superintendent Justin Clark had just been transferred to Saudi Arabia
to supervise the building of new state-of-the-art oil rigs for the Saudi government. The
long-term assignment was to last for four years, so Justin's family accompanied him. Due
to the cultural differences regarding the freedom of women in Saudi Arabia, his wife,
Lorna, was experiencing some difficulty in adjusting to her new home. Upon moving into
their rented house, they discovered several things that needed repair. The landlord, very
happy to have rented the house on such a long-term lease, was very prompt in respond-
ing to their request for repairs. However, when he arrived, Justin was not home, and the
landlord entered without speaking or acknowledging Lorna's presence. The repairs pro-
ceeded under the landlord's supervision. Lorna was insulted and felt that the landlord's be-
havior was rude and disrespectful.Since she was the one home at the time, she thought
the landlord should have discussed the repairs with her.
Why did the landlord ignore Lorna?
4-3 In what was considered a "hostile takeover," a U.S. corporation purchased a regional
wine-producing vineyard in Limoges, France, in a strategic maneuver to enter the Euro-
pean market. Frank Joseph, a human resource specialist, was sent to Limoges to smooth
the ruffled feathers of the vineyard's workers. Along with videos and propaganda on the
merits of working for a Fortune 500 corporation, Frank also brought to Limoges a num-
ber of company logo items. In what was intended as a goodwill gesture, he presented the
workers with T-shirts, ball caps, ink pens, and coffee cups to take home to their families.
Over the next several weeks, Frank never saw any of the company's logo items being
worn or used by the workers. Instead, the workers were uncommunicative toward him
and at times even hostile.
Why was Frank treated in this manner?
4-4 Aware of the enormous interest the Japanese have in the game of golf, a U.S. sports
equipment manufacturer decided to explore the possibilities of a joint venture with a
Japanese firm.Three representatives from each firm met in San Francisco to work out the
details of the proposed venture. After the six men were introduced to one another, they
were seated at opposite sides of a large conference table. In an attempt to show the
Japanese their sincerity for getting down to the task at hand, the Americans took off their
jackets and rolled up their sleeves. Then one of the Americans said to his counterpart
across the table, "Since we are going to be working together for the next several days, we
better get to know each other. My name is Harry. What's your name?" The joint venture
never did take place.
What went wrong?
4-5 Randy Hightower, recently appointed to manage his firm's office in Singapore, was
anxious to do well in his first overseas assignment. Shortly after his arrival, he called his
first staff meeting, to outline the objectives for the coming fiscal year. He had already met
with his staff individually and was feeling quite confident about the prospects for having
a good first year.Toward the end of the staff meeting, Randy, in his characteristic upbeat
fashion, told his employees that he looked forward to working with them and that he an-
ticipated that this would be their best year ever. To emphasize his optimism for the com-
ing year, Randy punctuated his verbal remarks by slapping his fist against his palm. The
reaction was instantaneous: Most people laughed, giggled, or looked embarrassed. Un-
fortunately, he felt that the point of his dramatic climax was lost amid the laughter.
How might you explain the cause for the hilarious outburst?
Contrasting Cultural Values
It is not unusual for anthropologists to speak of people from different cultures as having
different sets of assumptions or different value systems. A value system represents what
is expected or hoped for in a society, not necessarily what actually occurs. Values deal with
what is required or forbidden, what is judged to be good or bad or right or wrong. Thus,
in any given society, values represent the standards by which behavior is evaluated, not
necessarily the actual behavior.
If communication between people from different cultures is to be successful, each
party must understand the cultural assumptions--or cultural starting points-f the other.
Unfortunately, our own values, the result of cultural conditioning, are so much a part of
our consciousness that we frequently fail to acknowledge their existence and conse-
quently fail to understand that they may not be shared by people from other cultures.
When that occurs, cross-cultural cues can be missed, communication becomes short-cir-
cuited, and hostilities can be generated.
To maximize our chances for successfully understanding the cultural environment
of international business, it is imperative that we examine cultural values-theirs as well
as our own. It is necessary to recognize the cultural influences on our own thinking and
how they conform to or contrast with those of culturally different people. Before we can
conclude that the Calcutta street vendor is repulsively smelly, we must first realize how
much emphasis U.S. culture places on eliminating odors of all types. Before concluding
that the Peruvian carpenter is either too lazy or too stupid to be on time, we must first
come to grips with the importance Americans place on the exact reckoning of time. In
short, before we can begin to understand other cultures, we must first understand how our
own culture influences our thinking and behaviors.
Any attempt to analyze American values is bound to be a tricky business at best.
Part of the difficulty stems from the inherent bias of analyzing one's own culture. Since
we are all influenced to some degree by the experiences of our own culture, any attempt
98 Contrasting Cultural Values
to describe that culture will inevitably be distorted. Equally vexing is the enormity of
the task. Whenever we make descriptive statements about the nature ofAmerican culture,
we are implying that other (non-American) cultures possess the opposite traits. For ex-
ample, to say that people in the United States place a high value on the individual is to
imply that other cultures-Tanzanians, for example-place a higher value on the group.
Such comparative statements presuppose that we are dealing with two unified, mono-
lithic cultures: the United States and Tanzania. In actual fact, the many cultures of the
world cannot be sorted out into neat and tidy categories. Many of the non-American peo-
ples that we tend to contrast with our own are linguistically and culturally heterogeneous.
For example, in the East African country of Tanzania, approximately 120 mutually un-
intelligible languages are spoken. It must be assumed that this level of linguistic hetero-
geneity brings with it an equal level of cultural variability as well.
Similarly, it may be argued whether it is legitimate to speak of the American cul-
ture. Despite the often heard claims that the United States is a great "melting pot," many
subcultural groups, particularly in major urban areas, have retained a good deal of their
ethnic distinctiveness. There are, for example, appreciable numbers of Latinos in Los
Angeles, Arabs in Detroit, Japanese in Seattle, Chinese in San Francisco, and Italian
Americans in Boston, New York, and Baltimore. In fact, over 60 percent of the people liv-
ing in Miami do not speak English as their first language. Approximately20 million foreign-
born people live in the United States, and over 31 million (roughly 14 percent) do not
speak English as their primary language. As an indication of this considerable diversity,
the United States is a country in which both the late Mother Teresa (a nun who ministered
to the needs of the poor in India) and Madonna (the sexually explicit "bad" girl of pop-
ular music) appear on the same list of "most admired women." Moreover, it is not unusual
to observe at a Haitian street festival in New York City a Chinese woman eating a slice
of pizza in front of a green grocery run by a Korean family. Owing to this cultural com-
plexity, it might be more reasonable to think of the United States as less of a "melting pot"
and more of a "salad bowl," whereby the individual subcultures retain their own identi-
ty and integrity.
While acknowledging the difficulties inherent in generalizing about values in such
heterogeneous societies as Tanzania and the United States, some contrasting of value
patterns certainly is possible. In fact, the dual processes of making generalizations and
comparing are imperative if we are to enhance our understanding of other cultures as
well as our own. Whether we live in Massachusetts or California, Oregon or Florida, in
a small town or a large metropolis, some common American values stop abruptly at the
Rio Grande and somewhat less dramatically at the Canadian border. Over the last sever-
al centuries, the United States has woven together threads of culture from all over the world
into a quite distinct and recognizable cultural tapestry. Owing to certain common expe-
riences in their enculturation, most Americans share a body of attitudes, values, beliefs,
and behavior patterns. As Edward and Mildred Hall have suggested, "You can pick out
Americans any place in the world, often very quickly, because of their behavior. Among
their most observable traits are openness, friendliness, informality, optimism, creativity,
loudness, and vitality" (1990, 140).
Contrasting Cultural Values 99
In this chapter we look at a number of value contrasts found throughout the world.
The approach taken in discussing these fundamental value differences is modeled afier
the value orientations suggested by Florence Kluckhohn and her associates at Haward
in the 1950s (Kluckhohn and Strodtbeck 1961). This approach assumed that certain uni-
versal problems and conditions face people in all societies and there are only a limited
number of solutions to these problems. Although all potential solutions to these univer-
sal problems are present in every society, one solution tends to be preferred by most
members of a particular culture. As social scientists, Kluckhohn and her colleagues be-
lieve that these different value orientations could be operationalized and presented in a
questionnaire format. Once sufficient numbers of questionnaires were administered in a
particular culture, dominant value orientations could be identified. Kluckhohn and Strodt-
beck (1961, 1 1) put forth five universal problems (posed as questions) for which all cul-
tures must find solutions:
1. Human nature orientation:What is the character of innate human nature? Potential options in-
clude innately good, innately bad, or a combination of the two.
2. Man-nature orientation: What is the relation of man to nature (and supernature)? Potential
options include mastery over nature, subjugation to nature, or harmony with nature.
3 . Time orientation: What is the temporal focus of human life? Is time directed to the past, pre-
sent, or future?
4. Activity orientation: What is the modality of human activity? Do people value an individu-
al's accomplishments or histher innate personal traits?
5 . Relational orientation: What is the modality of man's relationship to other men? Is indi-
vidualism more highly valued than commitments and obligations to the wider group such
as family, neighborhood, or society?
Since Kluckhohn's work on values in the 1950s and 1960s, a number of other
scholars have built upon this value-orientated model. In their classic textbook, which
essentially launched the eclectic field of intercultural communication, John Condon
and Fathi Yousef (1975) added an additional twenty dimensions to Kluckhohn's orig-
inal five, by looking at such variables as gender (equality vs. male dominance), au-
thority (democracy vs. authoritarianism), social mobility (high vs. low mobility), and
formality (low vs. high levels of informality). Dutch social scientist Geert Hofstede
(1 980) derived four major dimensions of cultural values from his large-scale study of
a multinational corporation that employed people from all over the world. Using large
amounts of questionnaire data from fifty different cultures, Hofstede was able to rel-
atively rank (1) individualism-collectivism, (2) uncertainty avoidance, (3) power dis-
tance, and (4) masculinity-femininity. Terence Brake, Danielle Walker, and Thomas
Walker (1995) developed a ten-item value model for understanding international busi-
ness situations, which included competitiveness versus cooperation, public space ver-
sus private space, high versus low context in communication styles, and deductive
versus inductive thinking patterns. In 1996 Meena Wilson and Maxine Dalton at the
Center for Creative Leadership developed their own set of value orientations, which
they called a Learning Framework. While adding little new to the discussion, Wilson
and Dalton (1996,36-37) provide an excellent summary of the various value orien-
tations used by some of the theorists since the groundbreaking work of Kluckhohn and
Strodtbeck in 1961.
In this chapter we present a conceptual framework of value differences found in var-
ious parts of the world. This framework is designed to help you better understand the
value preferences of people from different cultural groups. It will enable you to see how
your cultural values compare with other cultural values on a number of important di-
mensions. It will also give you a set of "hooks" on which you can hang (and better un-
derstand) the various cultural traits that you may encounter in the future. This framework
assumes that cross-cultural awareness can take place only when you view other cultural
values in relation to your own. Since cultural values lie behind breakdowns in cross-
cultural communication, such a framework will help you diagnose and hopefully avoid
potential miscommunications.
THE INDIVIDUAL-COLLECTIVEDIMENSION
All cultures must ask and answer the following question: To what extent should people
pursue their own individual activities and agendas rather than contributing to the success
and well-being of the larger group, such as family, neighborhood, clan, team, or compa-
ny? Some cultures-such as the United States, Canada, Great Britain, and the Nether-
lands-place a high value on individualism. These cultures emphasize the worth and dig-
nity of the individual over the group, independence rather than interdependence, and
relatively few social obligations. Other cultures-such as Guatemala, Japan, and Tai-
wan-tend to emphasize the larger group. These cultures encourage people to put the in-
terest of the group above their own, maintain strong ties and obligations to group members,
and value long-term social relationships above short-term accomplishments. The indi-
vidual-collective dimension can be summarized as follows:
Individual-Oriented Societies Collective-Oriented Societies
Individuals are major units of social perception Groups are major units of social perception
Explain others' behavior by personal traits Explain others' behavior by group norms
Success attributed to own ability Success attributed to help of group
Self defined as individual entity Self defined in terms of group
Know more about self than others Know more about others than self
Achievement for one's own sake Achievement for benefit of group
Personal goals over group goals In-group goal over personal goals
Values self-assuredness Values modesty
Values autonomy and independence Values interdependence
Fears dependence on others Fears ostracism
Casual connections to many groups Strong connections to a few groups
Few obligations to others Many obligations to others
Confrontation is acceptable Harmony is expected
Task completion is important Relations are important
How This Value Plays Out in the Two Types of Society
Individual-Oriented Societies
The ideal of the individual is deeply rooted in the social, political, and economic institutions
of such societies as the United States and England. The individual is the source of moral
power, totally competent to assess the effects of his or her own actions, and is expected to
be responsible for those actions. Since society is seen as an instrument for satisfying the needs
of the individual, a political philosophy advocating freedom from coercion by church, state,
or traditional authority has developed.
Family ties tend to be relatively unimportant. That is not to say that in the United States the
family is unimportant in any absolute sense, for the family remains the primary group to
which most Americans have their strongest loyalties. Nevertheless, when compared with
other cultures, Americans divide their time and emotional energy between family and a
wider variety of social groupings, including church, school, labor union, workplace, and a
host of voluntary organizations. Moreover, the constant preoccupation with self has result-
ed in the truncation of extended family ties, reducing the notion of family to its smallest pos-
sible unit-the nuclear family.
The physical layout of the typical American house, designed to maximize individual space,
clearly reflects the emphasis placed on individualismand personal privacy. There are doors
on bathrooms and bedrooms, parents are expected to acknowledge the private space and
possessions of their children's rooms, and children are usually restricted in their use of space
that is considered the domain of the parents.
The concept of individualism is instilled from an early age in the United States by con-
stant encouragement of children to become self-sufficient. Children are taught to make
their own decisions, clarify their own values, form their own opinions, and solve their
own problems. Children are encouraged to search out answers for themselves, rather than
relying on the teacher or adult. We often tell children, "Go look it up for yourself," a state-
ment that most often reflects our desire to instill the personal qualities of individualism
and self-reliance.
The aim of education is not to serve God or country but to enable the individual to maxi-
mize his or her human potential-r in the words of the U.S. Army recruiting campaign, "Be
all that you can be!"
Most U.S. bookstores today have entire sections devoted to literature popularly known
as "self-help" books, designed to help the individual improve and get ahead. This self-
help genre, dating back to Benjamin Franklin's Poor Richardk Almanac of 1759, in-
cludes books with such cryptic titles as How to Take Charge of Your Life, Looking Out
for Number One, or simply and directly, How to Be Rich. The basic theme of individu-
ality is unmistakable: personal success depends on activating the forces that lie within
the individual.
In the United States, the Bill of Rights protects people against infringement of their individual
rights by the state, thus allowing them to express their ideas freely, practice whatever reli-
gion they choose, assemble freely, and generally control their own lives to as great a degree
as possible.
The emphasis on individualism in the United States can be seen in the large number of
words (approximately 150) found in an American English dictionary that are compounded
with the word self:
That such cultures as the United States emphasize individuality can be seen in the Ameri-
can love affair with the automobile. Most Americans express their individuality by becom-
ing fully mobile, capable of traveling in any direction and at any time, rather than being
dependent on the schedules and routes of public transportation facilities.
Collective-Oriented Societies
People tend to identify or define themselves primarily as members of a group rather than
as individuals. When asked "Who are you?most Americans would give their name, pro-
fession, and where they live, probably in that order. When asked the same question in Swazi-
land or Kenya, for example, a person is likely to give his name, his father's name, and his
extended family (which may number in the hundreds of people).
Property, such as land or livestock, is controlled by the larger group rather than being indi-
vidually owned. Whereas Americans own property (to the extent that they have total con-
trol over it), people in collectivist societies have only limited rights and obligations to property
that is ultimately controlled by the larger group.
Basic life choices, such as who you will marry or what profession you will follow, are not
made exclusively, or even primarily, by the individual. For example, marriages in some parts
of the world are arranged by parents and other influential members of the two family groups
involved.
Collectivist societies have a strong sense of responsibility to the group (e.g., country, fam-
ily, company). In Japan, for example, if an individual does not give his or her best effort, it
is seen as letting down the entire group. In other words, both success and failure are "team
affairs" in Japan.
There is considerably less privacy. Children, even in those homes with ample room, fre-
quently share the same sleeping areas with their parents and siblings until well into adoles-
cence. Clearly, they do not adhere to the American value that considers children "disad-
vantaged" if they must share a room with a sibling.
Implications for Business
Suggestions for Dealing with Collectivist Societies
1. In highly individualisticsocieties such as U.S. society, it makes sense to hold out incentives
to individuals as a way of motivating them. But in collectivist societies, such as Japan, one's
primary responsibility is to one's work group, not one's own professional advancement.
Thus, to single out an individual member of a Japanese work team for praise is likely to
embarrass the individual and demoralize the others on the team.
2. Be aware of the need to build long-term relationships. If building long-term relationships
is the only way to do business with people in collectivist societies, then Americans will need
to spend time and energy nurturing these relationships.
3. Americans need to develop patience because building the necessary relationships with peo-
ple takes time and effort. Be patient.
4. Be careful about using the pronoun I. Often Americans use the pronoun Imuch more fre-
quently than they use the word we. People from collectivist societies sometimes get the im-
pression that Americans are "loose cannons" (John Wayne types, shooting from the hip)
and are speaking for themselves rather than the organizations they represent.
5. Expect that rules, policies, and procedures are to be applied in a particularistic way rather
than universally.
6. Do not discount family, tribal, or national loyalties, for they may be much stronger than
your own.
7. Use third parties to make contacts and introductions.
While on a short-term assignment to Venezuela, Harry Dalton, an upper-level man-

ager for a US.-based multinational corporation, was extremely impressed with the
performance of one of the local managers. In fact, Harry was so impressed that he
offered him a job in the home office in Chicago, which involved a promotion, a hand-
some increase in salary, and a generous moving allowance. But, much to Harry's
surprise, the Venezuelan thanked him but turned down the job offer. Harry began
to think that he had seriously misjudged this man's intelligence.
What Harry did not realize, however, was that the Venezuelan manager was
making a perfectly intelligent career decision. Coming from a collectivist society,
Venezuelans tend to first consider the needs of their family or company before con-
sidering their own self-interest. Being offered a promotion and higher salary would
not be the most compelling reason for taking a new position. Rather, the Venezue-
lan manager will think primarily about the interests of extended family members,
many of whom probably would not want him to move. Then the employee will con-
sider the interests of the local company, which probably needs him to continue
working in Caracas. People are not always motivated by individual benefits when
deciding to take a new job.
In the United States, the

value of informality
extends even to our heads
of state.
8. Take extra precautions to safeguard intellectual properties (which are not taken as serious-
ly as in more individualistic societies).
9. Communicate respect for the wider good (for example, environment, whole society) rather
than simply the good of the organization. Collectivist societies tend to be more publicly
conscious.
10. Emphasize your own sense of loyalty and that of your company because loyalty and the
meeting of obligations are important in collectivist societies.
THE EQUALITY-HIERARCHY DIMENSION
This value dimension raises the following question: How should people with different
levels of power, prestige, and status interact with one another: equally or unequally?
Those cultures that emphasize the equality polarity-such as Canada, Sweden, Aus-
tralia, and the United States-tend to minimize power and status differences. Power
tends to be more diffised, people in higher positions can be questioned, and subordi-
nates want their superiors to consult with them and be accessible. This egalitarian ori-
entation leads to relative informal relations between people of high and low status, a
general disregard of protocol, and a high level of delegation of authority. At the other
end of the continuum-represented by such countries as Malaysia, Panama, and the

Philippines-people expect that status and power hierarchies will be maintained. In
fact, hierarchical inequalities are seen as essential for the society's well-being because
it satisfies a need for structure, order, and security. People at the higher levels of the
hierarchy are treated with great deference by those lower down the ladder. People in au-
thority should not step out of their privileged roles, bosses should not be questioned,
and there is little or no delegation of authority. This dimension can be represented in
the following way:
Egalitarian Societies Hierarchical Societies
Low-status differences High-status differences

Power diffused to many people Power concentrated with few people
Delegation of authority Little delegation of authority
Informal social relations Formal social relations
Minimum deference for superiors Maximum deference for superiors
Superior can be questioned Superior cannot be questioned
Little respect for old age Great respect for old age
Mechanisms to redress grievances No mechanisms to redress grievances
Alfons Trompenaars and Charles Hampden-Turner (1993) represent this dimen-

sion diagramatically by using a series of triangles illustrating varying degrees of social
distance. Hierarchical societies are represented by tall triangles (with a small base and
relatively long sides) in which the distance between those at the top and those at the bot-
tom is considerable:
More egalitarian societies, on the other hand, are represented by very flat triangles in
which there is relatively little social distance between the various levels of the society.
How This Value Plays Out in the Two Types of Society
Egalitarian Societies
The playing down of status differences, an important theme running through American
culture, has its roots in our nation's early history. By moving onto the American frontier,
the early settlers gave up much of the formality found in Europe. The hard work required
for survival on the frontier was hardly conducive to the preservation of pomp and cir-
cumstance.
Early Americans developed much less formal customs of dress, speaking, etiquette, and in-
terpersonal relationships than found among their European ancestors. To a large extent, this
informality and reticence to "stand on ceremony" persists to the present time.
Americans assume that informality is a prerequisite for sincerity. They become uncomfort-
able when faced with the type of ceremony, tradition, and formalized social rules found
more widely throughout Europe. Moreover, they are likely to feel uneasy when others treat
them with too much deference.
Americans generally take considerable delight when those in particularly high or powerful
positions behave just like the everyday person on the street. For example, we are quite re-
assured when we saw Ronald Reagan chopping wood in his Levi's or Bill Clinton jogging
through the streets of Washington in his running shorts.
Authority figures-such as priests, professors, and supervisors-are often called by their first
names rather than their official title and last name.
In many egalitarian societies, informality (for example, de-emphasizing status differences)
is reflected in the structure of everyday language. The distinction between the formal and
informal you, found in such languages as German and French, requires speakers to make lin-
guistic choices that reflect the social status of the people being addressed. In contrast, the
English language makes no such distinctions.
Authority figures, such as supervisors or college professors, are allowed to admit that they
don't have all the answers. They will not lose respect because they admit fallibility.
Hierarchical Societies
Upper-status people are expected to maintain their high-status and prestige at all costs. Don't
expect to see Queen Elizabeth of England wearing Levi's in public or the Emperor of Japan
running through Tokyo in his jogging outfit.
Languages are structured in such a way as to ensure that one's relative status is reflected in
the very construction of a sentence.
High-status people are expected to be addressed by their formal title followed by the last name
("Hello, Dr. Evans") rather than the first name ("Yo, Stan").
Children defer to their parents, younger defers to older, women defer to men, employees defer
to employers, students defer to teachers, sellers defer to buyers, and everyone defers to the
head of state.
Professors (or highly respected authorities) would give a false answer rather than admit they
don't know.
Social rank in hierarchical countries, such as contemporary Japan, is displayed in a number
of subtle ways, including the relative depth of the bow, clothing, and seating positions at meet-
ings. In a Japanese office, the type of chair a person sits in reveals his or her status. The chair
that carries the highest social status is the one with armrests. Most of the rank-and-file
workers sit in chairs without armrests.
Social order for the Japanese depends on everyone knowing their relative ranking in the so-
ciety and avoiding any behavior that would threaten that order. The reason that business
cards (meishi) are so important in contemporary Japan is that they enable individuals who
do not know each another to learn the other's relative status so that they will know how to
interact.
Suggestions for Dealing with Hierarchical Societies
1. In egalitarian societies such as the United States, it is expected that high-status people
will play down their superior rank. In hierarchical societies, people need to know from the
outset what your status is so that they will know how to interact with you in an appropriate
fashion. Thus, communicate your status, authority, credentials, expertise, and the like, but
without arrogance or boasting.
2. Don't impose equality on your hosts, for it is not expected that all people will be treated
democratically. In those societies, the boss is the boss and should be treated as such.
3. The decision-making process takes longer in egalitarian societies where all levels are asked
for input. In hierarchical societies, decisions are made more rapidly because some measure
of consensus is not expected from all levels.
4. To what extent should you honor, recognize, or respect hierarchies? It is not particularly
wise or productive for a manager from an egalitarian society to play down the organiza-
tional hierarchies in other countries.
5. To what extent should the boss's decisions be questioned? In hierarchical societies, a boss
does not appreciate having his or her decisions or judgments called into question. You ex-
ercise your democratic inclinations at your own peril.
6 . Pay attention to different levels of social status when dealing with people. Don't expect that
lower-status people in your organization can negotiate or conduct business with those of
higher status.
7. Don't assume that all people have equal access to information.
8. Use high-status individuals as your agents, contacts, and intermediaries.
9. Expect that there will be a greater level of tension in everyday interactions between high-
and low-status people (or between young and old or between men and women).
10. Realize that subordinates expect to be closely supervised.
11. Expect that subordinates will more frequently smile and repress negative emotions.
THE TOUGH-TENDER DIMENSION
The tough-tender dimension helps people define success. Do people in a particular so-
ciety define success in terms of high-status, material accumulations, and well-rewarded
jobs? Or do they define success in terms of less tangible rewards, such as quality time
with friends and family, good working relationships, or opportunities for spiritual or per-
sonal growth? This value dimension pertains to the extent to which a culture prefers
achievement, assertiveness, power, competition, and material posessions versus nurtur-
ing, social relationships, and cooperation. Tough societies tend to define gender roles
more rigidly than do tender societies. To illustrate, tough societies are more likely to re-
In such 'tender' societies

as Sweden, it is not
unusual tofind 'house hus-
bands!
strict various occupations to a single gender-for example, male truck drivers and female
homemakers; in tender societies, it would not be unusual to find female truck drivers
and male homemakers. Tough societies place a high value on doing, achieving external,
measurable goals; and accomplishing one's objectives. Tender societies emphasize affil-
iations, character, personal qualities, nurturing, the quality of life, and the maintenance
of social relationships. At the workplace, people in tough societies are primarily interested
in task accomplishments,whereas people from tender societies are more concerned with
issues of job satisfaction, such as relationships with superiors and peers, the work envi-
ronment, and how interesting and challenging the job may be. The tough-tender dimen-
sion can be represented as follows:
Tough Societies Tender Societies
High occupational segregation by gender Little occupational segregation by gender

Gender inequality Relative gender equality
Careers for males are mandatory Careers for males are optional
Few women in powerful jobs More women in powerful jobs
Accomplishments highly valued Nurturing highly valued
High level of job-related stress Low level of job-related stress
Highly competitive Highly cooperative
Task oriented Relationship oriented
Values the art of combat Values the art of compromise
Bigger is better Smaller is beautill
Separates family and work life Concern for family issues in workplace
Live to work Work to live
Elements of the tough-tender dimension have been discussed by a wide range of

scholars who have chosen a number of different terms:
1. Kluckhohn and Strodtbeck (1961) distinguish between doing (emphasis on accomplishing

tasks) and being (emphasis on social relationships), a distinction also made by Condon and
Yousef (1975) and later by Brake and colleagues (1995).
2. Hofstede (1980) uses the terms masculine and feminine to refer to this value dimension.
Even though Hofstede's research in this area has been considerable, we choose to avoid his
terminology, in large part because it overstates the importance of gender. In fact, the use of
these gender terms implies, either correctly or incorrectly, that women in whatever culture
lean toward one polarity and men toward another. Although gender roles do come into play
here, it is misleading to suggest by the use of these terms that gender is the only, or even the
major, aspect of this dimension.
3. Another important element of the tough-tender dimension involves varying levels of com-
petition, recognized by Condon and Yousef (1975), Brake and colleagues (1995), and par-
ticularly the early studies of anthropologist Margaret Mead (1961) on cooperation and
competition among different cultures of the world.
4. The tough-tender dichotomy also incorporates elements of the ascribed versus achieved
distinction discussed in the work of Talcott Parsons and Edward Shils (1951), David Mc-
Clelland (1961), and Trompenaars and Hampden-Turner (1993).
Those societies associated with toughness-such as Austria, Italy, Japan, and

Mexico-believe in achievement and ambition, judging people on the basis of their
performances, and the right to display the material possessions one is able to acquire.
Moreover, people in tough cultures believe in ostentatious manliness and the capacity
to be both assertive and decisive. The more tender societies, such as most Scandina-
vian countries and the Netherlands, are less interested in shows of manliness and are
more concerned with making life choices that will improve the quality of life, such as
service to others and working with the less fortunate. Countries that scored high on Hof-
stede's masculinity scale have fewer women in the workforce, have only recently grant-
ed women the right to vote, and tend to be more tolerant of wife rape (Seager and
Olson 1986).
How This Value Plays Out in the Two Types of Societies
Tough Society
There is a great deal of gender-role segregation,for women do certain jobs and men do oth-
ers.
Fewer women will be in high government positions. To illustrate, in Morocco less than 1 per-
cent of national legislators are women as compared with 43 percent in Sweden.
Adult women in certain African and Middle Eastern countries cannot receive a driver's li-
cense, bank account, passport, or contraceptive without the explicit permission of either
their fathers or their husbands.
People (particularly men) tend to be defined in terms of what they do for a living; that is,
one's occupation defines the individual. Consequently, when people retire, they have great
problems of adjustment because "who they are" has been taken from them.
Competition is considered a good thing, even though sometimes the competition can be so
fierce that it becomes aggressive and unethical.
People take relatively few vacations or allow themselves much leisure time with friends and
family. When vacations are taken, the phone and laptop are often taken along.
Teachers reward and praise their best students because academic achievement is high-
ly valued. Male students in particular are highly competitive, assertive, and task ori-
ented.
The priorities of family and work life are kept as separate as possible. Corporations gener-
ally disregard the well-being of employees' families in their strategic planning. For exam-
ple, employees are transferred without consideration of the disruptive effects on children's
education or the workers' obligations to aging parents.
People (particularly men) display high levels of stress and frequent incidence of high blood
pressure and heart disease. Ross Buck (1984) found that men may be generally less healthy
physically because they cannot express their emotions as openly as women. This internal-
izing of emotions, both negative and positive ones, leads to higher blood pressure and high-
er levels of stress.
People place a high value on growth for its own sake. Increases in market share take prece-
dence over quality of life, social programs, or environmental protection.
A strong emphasis is placed on achievement, with the greatest respect given to those who
are the high achievers.
Tender Societies
Employers will likely provide parental-leave programs for both mothers and fathers.
Survey data have shown that people prefer shorter working hours to higher salaries (Hofst-
ede 1998, 14).
Men and women are more likely to study the same subjects in college than are men and
women in tough societies (Hofstede 1998, 15).
Students are not praised for their accomplishments because cooperation with others is con-
sidered the most important goal. Male students strive to be accommodating and work to de-
velop a sense of community and solidarity with their classmates. Friendships, obligations,
and loyalty are all more highly valued than academic brilliance or accomplishments.Cours-
es are selected because of their inherent interest rather than because they might lead to a bet-
ter job.
Survey data show a preference for smaller companies over increasingly larger companies
(Hofstede 1998, 14).
People in general and managers in particular acknowledge personal success and ac-
complishments much less frequently than in tougher societies. It is generally thought that
noteworthy achievements in an organization are seldom due to the efforts of a single per-
son. People tend to play down their own strengths and assets while praising those of
others.
Family issues are taken into consideration as part of the corporate decision-making pro-
cess. Thus, the sanctity of family vacations is preserved at all costs, maternity and pa-
ternity leaves are generous, and persons who work abroad are selected, at least in part,
with an eye toward family responsibilities. In short, as Wilson and Dalton put it, "The
role of the employee as a family member is more clearly recognized and respected"
(1996, 11).
Tender societies spend much more money per capita on foreign aid than do tough societies
(Hofstede, 1998, 15).
Governments lean more toward a welfare state (helping the needy). Progressive income
taxes are used to support a wide range of social entitlement programs.
Dominant religions stress complementarity of the sexes, not male dominance.
Suggestions for Dealing with Tender Societies
1. Be sensitive to gender issues and the expectation of greater gender equality.

2. Don't assume that all people are motivated predominantly by material gain. When manag-
ing employees, understand that issues revolving around general working conditions, hours,
and vacation time may be more important than issues of salary.
3. Be prepared for people and the government to be more interested in helping the "under-
dog" rather than helping the wealthy and powerful.
4. The "hard sell" is likely to meet with less success than the ''soft sell."
5. Try to suppress your winner-take-all competitiveness. Don't be offended if people don't
want to spend an evening with you playing Monopoly.
6. Be aware that your marketing or management decisions may have a negative impact on the
physical environment. Then do everything possible to prevent those negative effects from
occurring.
7. When negotiating with people, looking for a win-win situation is always best.
8. Don't be fooled into thinking that men who are nurturing and supportive are necessarily
weak.
9. When conducting business of any type, be willing to spend time, demonstrate empathy, and
build relationships.
10. Don't be shocked to find women in important positions within the company or within gov-
ernment.
THE UNCERTAINTY-AVOIDANCE DIMENSION
The cross-cultural value dimension of uncertainty avoidance is one of the four original
dimensions measured by Hofstede in 1980. Like most of the other dimensions mentioned
so far, Hofstede's uncertainty-avoidance measure has been discussed widely in the liter-
ature, albeit £?om different perspectives and by using different sets of terms. Although Hof-
stede's uncertainty-avoidance dimension is not addressed in the work of Kluckhohn and
Strodtbeck (1961), Condon andYousef (1975,99-102) discuss significant components
of the dimension under the heading of "mutability"; Brake and colleagues (1995,68-69)
use the "order versus flexibility" dichotomy as part of their model; and Wilson and Dal-
ton (1996, 15-17) use the terms dynamic and stable to make a similar distinction in cul-
tural differences. For purposes of our discussion here, we use Hofstede's terminology of
uncertainty avoidance.
According to Hofstede, uncertainty avoidance refers to the lack of tolerance for am-
biguity and the need for formal rules and high-level organizational structure. The un-
predictability of the future, and the resultant anxiety that this produces, is part of the
human experience. Nevertheless, cultures differ in the degree to which they can tolerate
ambiguity, cope with uncertainties,and adapt to the future. Hofstede's uncertainty-avoid-
ance measure indicates the extent to which a culture conditions its members to feel ei-
ther comfortable or uncomfortable in unstructured ambiguous, and unpredictable
situations. Those societies with high uncertainty avoidance-such as Greece, Portugal,
and Japan-try to minimize these unstructured situations as much as possible by (1)

maintaining strict laws and regulations, (2) providing safety and security measures, (3)
adhering to absolute truths, and (4) rejecting unorthodox ideas. At the other end of the
continuum--for example, Singapore, Denmark, Hong Kong, and the United States-
people from cultures with low uncertainty avoidance tend to be more tolerant of un-
orthodox opinions, are comfortable with fewer rules and simpler organizational structures,
and are more relativistic in their beliefs, philosophies, and religions.
The critical components of the uncertainty-avoidance dimension can be depicted
in the following way:
Low-Uncertainty Avoidance Societies High-Uncertainty Avoidance Societies
Willingness to live day-by-day Greater anxiety about the future

Less emotional resistance to change More emotional resistance to change
More risk taking Less risk taking
Willingness to change employer Tendency to stay with same employer
Hope for success Fear of failure
Little loyalty to employer Considerable loyalty to employer
Sometimes rules can be broken Rules should not be broken
Conflict is natural and to be expected Conflict is undesirable
Initiative of subordinates encouraged Initiative of subordinates discouraged
Differences are tolerated Differences are considered dangerous
Low stress High stress
Little emotional expression Emotional expression is acceptable
Superordinates may say "I don't know" Superordinates have all the answers
Less formal organizational structures Formal organizational structures
There is considerable variability across cultures in terms of the extent to which

people feel that behavior should follow formal rules. In those societies with high un-
certainty avoidance, behavior is rigidly prescribed, either with written laws or unwrit-
ten social codes. Even if individuals within such a society occasionally break the rules,
they generally believe that it is a good thing that the rules exist. In short, people feel
anxious in the absence of formal regulations. At the other polarity, societies with low
uncertainty avoidance alsb have rules and regulations, but they are considered more of
a convenience than an absolute moral imperative. People in such societies can live
comfortably without strict conformity to social rules and in fact often appreciate their
freedom to "do their own thing." In terms of engaging in negotiations, people from so-
cieties with high uncertainty avoidance are not very good negotiators because the out-
come of negotiations is never predictable. People from societies with low uncertainty
avoidance are much more comfortable in negotiating situations in which the outcome
is not a foregone conclusion.
A major contribution of Hofstede's work is that it has stimulated an entire body of
research from subsequent scholars. One such area has been the examination of the rela-
tionship between uncertainty avoidance and innovation. For example, Scott Shane (1995),
working with a sample of over 4,400 individuals from sixty-eight countries, found that
Contrasting Cultural Values 11 3
four different types of innovation-championingroles are significantly more preferred by

people from uncertainty-acceptingsocieties than by people from uncertainty-avoiding so-
cieties. More specifically, Shane found that the greater the uncertainty acceptance, the
more likely people were to prefer the championing role of (1) defending innovators
against the inherently conservativeorganizational hierarchy, (2) persuading others to sup-
port innovation, (3) providing innovators with opportunities to violate organizational
rules, and (4) providing innovators with the freedom needed to be creative. In an earlier
study, Shane (1993) found that uncertainty-accepting societies are more innovative than
uncertainty-avoiding societies. These two studies provide empirical evidence to suggest
that such cultural values as uncertainty avoidance should be considered in the strategic
decision of where innovation efforts (such as research-and-development facilities) are
physically located.
Another study that was spawned by Hofstede's conceptualization of uncertainty
avoidance, conducted by Lynn Offermann and Peta Hellmann (1997), examined the cor-
relation between uncertainty and leadership. This research drew on a sample of 425 mid-
level managers (holding passports from thirty-nine countries) from a single multinational
organization. They found that uncertainty avoidance varied positively with the level of
control that leaders had over their subordinates and negatively with the approachability
of the leader and his or her willingness to delegate authority. In other words, the higher
the level of uncertainty avoidance, the greater control leaders had over their subordi-
nates, the less approachable they were, and the less likely they were to delegate power.
In the same study, Offermann and Hellmann found a significant correlation between
leadership and another one of Hofstede's dimensions, power distance, which is equiva-
lent to "the Equality-Hierarchy Dimension." They found that the higher the power dis-
tance index, the less likely the leader would be to either delegate authority or encourage
team building.
How This Value Plays Out in the Two Types of Societies
Low-Uncertainty Avoidance Societies
Employees are willing to have their pension funds invested in the stock market rather than
a low interest-bearing money-market account.
Employees are more willing to experiment with new techniques and procedures.
Employees are not as threatened by workers from other countries as are those from high-un-
certainty avoidance societies.
Employees are better able to function in meetings with a loose agenda.
Employees have relatively little loyalty to employers because they do not depend on the
company for security.
Employees have a preference for a broad set of guidelines rather than a formal set of rules
and regulations.
Bosses, professors, and other authority figures are not reluctant to say "I don't know the an-
swer to that question." (But, they will take the initiative to find out the answer.)
Employees are more likely to function effectively in work teams.
Leaders are more likely to be innovative, creative, and approachable.
High-Uncertainty Avoidance Societies
Employees would prefer to keep their pension funds in a safe low interest-bearing account
(or under the mattress).
Employees are not likely to want to try anything new because its results are highly unpre-
dictable.
Employees are likely to resist the hiring of immigrants or others seen to be "outsiders."
People feel much more secure with a highly structured set of policies, rules, and regula-
tions. Moreover, they have little tolerance for bending the rules under any circumstances.
Employees have a generally high level of loyalty to their employers and expect the same in
return. For this reason, relatively little job turnover will occur.
Fewer members of the workforce are willing to travel abroad for overseas assignments.
= Employees prefer a manager who they perceive to be competent and whose authority can-
not be questioned.
Employees are considerably less comfortable working in problem-solving teams.
Leaders are not likely to be innovative or approachable.
Suggestions for Dealing with High-Uncertainty Avoidance Societies
1. When working with people, try to minimize their anxieties about the future. In other words,
build into your proposals and decisions as much predictability about the future as possible.
2. Anticipate and reward your employees for their loyalty to the organization.
3. Make modest proposals for change, not radical ones.
4. Be careful not to appoirit managers who are too close to the age of most employees.
5. To help overcome the inherent fear of failure, provide structured work experiences for your
employees that are likely to produce successful outcomes.
6. Make certain that organizational guidelines (ruleslregulations)are in place, explicitly stat-
ed, and followed. I
7. Avoid being too unorthddox in your opinions and recommendations.

8. Expect people to be highly rigid during negotiations. Whatever proposal you put on the ne-
1
gotiating table should c ntain built-in protections that will make the future somewhat more
predictable.
9. Don't have unrealistic e pectations about your employees' personal initiative, creativity, or
abilitylwillingness to w rk in teams.
10. Be aware of the fact thak most employees are not likely to appreciate a manager who dele-
gates authority.
THE TIME DIMENSION
A major component of any constellation of values is how a particular culture deals with
time. We consider this time dimension from three specific perspectives:
1. The importance of a precise reckoning of time

2. The degree to which a culture uses sequential or synchronized time
3. Whether a culture is past, present, or future-oriented
Precise versus Loose Reckoning of Time
For those cultures that reckon time precisely, such as Switzerland and the Unit-
ed States, time is seen as a tangible commodity that must be used efficiently. To ensure
this, people are expected to make schedules, establish timetables, and meet deadlines.
Much like money, time can be saved, spent, or wasted. In the United States, where
punctuality is highly valued, the relationship between time and money is summed up
in the expression "Time is money." At the opposite end of the spectrum, in such places
as the Middle East and South America, people take a looser, more relaxed approach to
time. Schedules and deadlines are seen more as expressions of intent rather than obli-
gations. Rather than reacting to the arbitrary positions of the hands on a clock, people
are more likely to respond to social relationships that are occurring in the present. Peo-
ple from cultures with relaxed notions of time see those who deal with time very pre-
cisely as being rude because they are willing to cut off social relationships for the sake
of keeping their next appointment. The time dimension can be represented in the fol-
lowing way:
Precise-Reckoning-of-Time Societies Loose-Reckoning-of-Time Societies
Punctuality Little punctuality

Rigid schedules Loose schedules
Time is scarce/limited Time is plentiful
"Time is money" Social relationships
Even though people from most cultures understand the meaning of clock time
(hours, minutes, and seconds), each culture has its own vocabulary of time and its own
pace of life. In one rather ingenious cross-cultural study of social time, Robert Levine
and E. Wolfe (1985) compare the temporal pace in six cultures-England, Indonesia,
Italy, Japan, Taiwan, and the United States. This study utilized some creative unobtru-
sive measures for quantifying how seriously time is taken in these cultures. These in-
cluded (1) the accuracy of bank clocks, (2) the average length of time it took pedestrians
on a clear day to walk 100 feet on a city street during business hours, and (3) the aver-
age length of time it took to buy a single stamp from a postal clerk. The findings sug-
gested considerable differences across these six cultures on these three time indicators.
A quick pace of life and concern for speed and accuracy were most noticeable in Japan,
followed closely by the United States, whereas Indonesia scored consistently at the other
extreme.
Sequential versus Synchronized Time
In some respects, time speaks more plainly than words, for time conveys pow-
erful messages about how people relate to the world and to each other. In addition to
some societies having either a precise or loose reckoning of time, they also must
1 16 Contrasting Cultural Values
With increased business relations between the United States and Mexico, many
U.S. businesspeople are becoming keenly aware of the differences in how these two
cultures deal with time. According to Jay and Maggie Jessup,
The maiiana syndrome is basic to Mexican business. The word "maiiana" is translated lit-
erally as "tomorrow." But figuratively, the word has a different meaning. The naive U.S.
businessperson uses maiiana derogatorily, suggesting that Mexicans procrastinate. But
what at first seems to be procrastination is merely the different way Mexican business-
people prioritize their lives and activities.The Mexican businessperson's system of prior-
ities is family and social obligations first and business later. . . . It is absolutely wrong for
.
the visiting United States businesspersonto try to overcome . . [the Mexican] concept of
mafiana. . . . In a country where business is done only with "friends," the (2-4hour) ritual
business lunch is an opportunity for the Mexicans to take your measure, judging you by
your cool and by your attention to family and social concerns.Thus, this indeed is a busi-
ness lunch.Your response to the mafiana attitude tells the Mexicans about you as a per-
son and enables them to decide whether you will be an asset to their business or an
unnecessary annoyance. (7993,3435)
choose whether to do things sequentially (one thing at a time) or synchronically (a

number of things at the same time). This dichotomy between sequentially and syn-
chronically oriented societies uses terms suggested by Trompenaars and Hampden-
Turner (1998, 126-28). However, others have used different terminology to refer to
the same phenomenon. For example, Brake and colleagues (1995, 50-51) use the
terms singlefocus and multifocus, whereas years earlier Edward Ha11 (1976, 14-18)
spoke of monochronic time (M-time) andpolychronic time (P-time). The person from
a sequential, or M-time, culture conceives of time as a straight, dotted line with reg-
ular spacing. Tasks are routinely accomplished one at a time, meetings have highly
structured agendas, and schedules are rigidly followed. Since everything has its own
time and place for the sequential thinker, any changes in the normal sequence are
likely to be anxiety producing. In such sequentially oriented societies as England, the
United States, and the Netherlands, one should never jump ahead of others waiting in
line. According to Trompenaars and Hampden-Turner,"In the Netherlands you could
be the Queen, but if you are in a butcher's shop with number 46 and you step up for
service when number 12 is called, you are still in deep trouble . . . (after all) order is
order" (1998, 126).
Those people in sequentially oriented societies would argue that proceeding in a
straight line is reasonable because it is orderly, efficient, and involves a minimum of ef-
fort. However, this type of straight-line thinking may not always be the best way of doing
something, for it is blind to certain efficiencies of shared activities and interconnections.
Sometimes juggling a number of different tasks at the same time may in fact be the most
time efficient. Continuing with the butcher shop analogy, Trompenaars and Hampden-
Turner cite the example of the shop in Italy (a more synchronically oriented society)
where the butcher unwraps and slices an order of salami for one customer, and then yells
out, "Anyone want salami before I rewrap it?" Even though each customer is not served
in order, the whole process is more efficient because it involves far less unwrapping and
rewrapping of the various types of meat.
Thus, the person from a synchronically oriented society conducts a number of ac-
tivities in parallel, without being thrown off his or her rhythm. By way of contrast, those
people that are sequentially oriented envision a crucial path from which they do not
want to deviate. Both approaches to time are usually so well ingrained in people that a
person of one style will have difficulty when interacting with a person accustomed to
the opposite style. To illustrate, a New Yorker is likely to think a salesclerk in Buenos
Aires is extraordinarily rude when she is writing up his sales order while talking on the
phone, drinking a diet cola, and flirting with another customer. Someone from a syn-
chronically oriented society, however, will think that his American colleague (who is talk-
ing on the phone) is rude because the American does not greet him when entering his
office, for it is considered a serious slight not to be greeted even while still talking on
the phone.
Most North Americans tend

to take time, very seriously.
The differences between those who are sequentially oriented (M-time) and syn-
chronically oriented (P-time) can be summarized as follows:
Sequentially Oriented Societies Synchronically Oriented Societies
One task at a time Multiple tasks at a time

Concentration on task Easily distracted
Schedules taken very seriously Schedules not taken seriously
Many short-term relationships Long-term social relationships
Time is a threat Time is a friend
Past, Present, and Future Orientations
A third aspect of the time dimension concerns the extent to which people focus on
the past, the present, or the future. To be certain, all three alternatives must be recog-
nized, but as Kluckhohn and Strodtbeck (1961, 14) argue, one time orientation is likely
to predominate. Past-oriented societies regard previous experience and events as the most
important and in fact use the past as a guide to the present. Traditional wisdom that has
been passed down from previous generations is given a primary emphasis. Since the el-
ders are the link with the past, they are afforded the highest level of deference in the pre-
sent. Events in such societies are seen as circular or recurring; consequently, the
tried-and-true solutions to problems are the ones most likely applied to present-day prob-
lems. In such cultures, the leaders are expected to carry the vision of the past into the pre-
sent and future.
Present-oriented societies tend to emphasize spontaneity, immediacy, and expe-
riencing each moment to its fullest. According to this perspective, people do not do
things because it reflects a glorious past or because it will bring about some gain in the
future. Rather, people do things because of the inherent pleasure they will derive in the
here and now. This perspective on time can be summed up in the adage "Take care of
today, and tomorrow will take care of itself." Since people with a present orientationtyp-
ically believe that their lives are controlled by external forces (such as fate or luck),
they have developed a number of ways of appreciating the simple pleasures of daily ac-
tivities. Business organizations in such present-oriented societies formulate short-term
plans, allocate resources based on present demands, and train their personnel to meet cur-
rent goals.
People from future-oriented societies believe that it is far more important to trade
off short-term gains in the present for more long-term benefits in the future. One does
not engage in activities today for the sole reason of benefiting from the immediate rewards,
but rather from the potentially greater benefits that will be realized in the future. In other
words, people are willing to invest now and defer gratification until the future. For ex-
ample, rather than buying a Yugo automobile today, you should leave the money in a
high-interest mutual fund so that you will be able to buy a BMW next year. In the event
of premature death, future-oriented parents are willing to pay life insurance premiums
today so that their dependent children are protected from financial catastrophe. People
from future-oriented societies-such as the United States, Canada, and a number of Eu-
ropean countries-believe that they have a good deal of control over their lives and can
to some degree influence the course of future events. Business organizations in future-
oriented societies plan work and resources to meet long-term goals that will be directed
to future needs.
Although the United States is a future-oriented society, the American view of the
future-which, it is believed, can be controlled from the present-is relatively short term.
American businesspeople tend to emphasize gains in the immediate future, not the dis-
tant future. Other societies have much deeper conceptions of the future. For example, in
Japan it is not at all unusual for a couple to take out a 100-year mortgage on a house.
Moreover, Japanese companies are likely to include projections for the next two cen-
turies in their business plan, not just for the next decade as is typical in Europe and the
United States. The notion of a future-oriented society can only become meaningful when
we realize that some societies have a very truncated view of the future. According to
John Mbiti, many traditional African societies have essentially a two-dimensional no-
tion of time, "with a short past, a present, and virtually no future" (1969, 17). Since
African time is composed of a series of events that are experienced, the future must be
of little meaning because future events have not yet occurred. Mbiti supports his argu-
ment with linguistic data from the Gikuyu and Kikamba languages of Kenya. Both lan-
guages contain three future tenses covering a period not exceeding two years from the
present. If future events do not fall within this shallow range, virtually no linguistic mech-
anisms can conceive or express them. Given these linguistic structures, it is safe to as-
sume that speakers of these East African languages have little or no interest in those
things that might occur in the distant future.
How This Value Plays Out in Different Types of Societies
PreciselM-Time Societies
People pay close attention to their watches and tend to divide time in very precise units.
People tend to eat meals because "it's time to eat."
Business deadlines are taken very seriously.
People move rapidly.
Meetings start pretty much on time, usually no later than five minutes after the designated
time.
People do one thing at a time, rather than a number of things at the same time.
People tend to emphasize getting contracts signed and then moving on to some new endeavor.
LooselP-Time Societies
Few people pay close attention to the clock.

People eat because of the "need to share food," rather than because of the position of the
hands on the clock.
Business deadlines are hoped for, but people will not get overly upset if something prevents
the deadline from being met.
People move at a more leisurely pace.

Meetings start after an appropriate amount of time is devoted to socializing.
People do many things at the same time.
A greater emphasis is placed on building social relationships, rather than on completing the
task on time.
Past-Oriented Societies
People have a great concern for history and origins of their families, businesses, and social
institutions.
Employees are motivated by examples from the "golden past."
Predecessors and older people are looked to as role models. Even though they may not have
had the most recent formal education, their wisdom and experience are highly valued.
Business hosts will want to share their cultural history with you (via museums, monuments).
Present-Oriented Societies
People live in the here and now and look for immediate gratification.
Everything is evaluated in terms of its immediate impact.
People are not particularly effective at deferring gratification or planning for the future.
Future-Oriented Societies
People tend to be enthusiastic planners.

There is a considerablewillingness to defer present gratification for even more gratification
later on.
People are generally optimistic about progress in the future.
People place a high value on being youthful, because the young have more of a future than
the more senior members of the society.
Suggestions for Dealing with LooselP-Time Societies
1. Suppress the urge to get things done quickly (because "Faster is better" and "Time is
money"). Be willing to spend time building long-lasting relationships.
2. Don't show impatience. You may be viewed as untrustworthyand as someone who wants to
cheat your business partners.
3. Become more flexible in your scheduling and broaden your concept of what is an accept-
able range of tardiness.
4. Be aware that high-status people can keep lower-status people waiting, but the opposite is
not true.
5. Don't be put off when business associates do more than one thing at a time. Be prepared to
be in several different conversations at the same time.
6 . Understand and respect local traditions and long-term commitments.
7. Use role models and situations from the past as ways of motivating your employees.
8. Sell the reputation of your company and its success over time.
CONCLUSION
In this chapter, we have set forth a framework to help you better understand different
value systems found in the world's many cultures. The conceptual framework (derived
from the work of many scholars over the last thirty years) is composed of five major di-
mensions, which raise important questions that need to be answered when encountering
a new and different culture. These questions include the following:
1. Do people identify themselves primarily as individuals or as members of a larger collective?

2. Do people with different levels of power and prestige treat one another equally or unequally?
3. To what extent do different cultures emphasize combat (tough) or compromise (tender)?
4. How do cultures differ in terms of taking risks, tolerating ambiguity, and needing relative-
ly little organizational structure?
5. How precisely do people from different cultures deal with time?
These five value dimensions should serve as a starting point for better understanding the
dynamics of interacting cross-culturally. We must keep in mind that these dichotomies
are not a precise description of reality. There are no cultures that embody absolutely all
the traits associated with any of these basic polarities. Instead, we should view thls frame-
work as a set of continua on which different cultures fall relative to one another. Viewed
as such, the framework will help us better understand that reality. In other words, it should
help us get a better feel for someone else's values relative to our own. To illustrate, be-
fore a lawyer from Boston can conclude that a rural Colombian is too lazy to be on time,
he must first come to grips with the importance that his own culture puts on schedules,
deadlines, and punctuality. In short, before we can begin to understand other cultures, we
must first understand how our own culture influences our cognitive and behavioral as-
sumption. This framework of values should enable us to get a better handle on both sets
of values, theirs as well as our own.
If these dichotomies are taken too seriously, they can be just another form of un-
critical stereotyping. But, as Nancy Adler (1997, 75-76) suggests, they can be "helpful
stereotypes," provided we recognize their limitations.We must see them as being more use-
ful for comparing between cultures than in understanding the wide differences that exist
within a single culture. They must be seen as describing cultural norms, not the exact be-
havior of all people within a cultural group. They should be subject to revision, and they
should constitute the best "first guess" about a culture before having all the facts.
Finally, we must remember that the way we view ourselves and our own values is
often quite different from the way others view us. Americans might take pride in de-
scribing themselves as individualistic, autonomous, and self-reliant, but people from
other cultures might view us as egocentric or self-absorbed. We may see ourselves as in-
formal, fnendly, and casual, but others might see us as undisciplined and insensitive to
legitimate status differences. Also, our desire to "tell it like it is" (direct communication)
can be interpreted as rude or excessively blunt. In other words, it is only natural for all
people, including ourselves, to consider their own values as natural and good, while those
values that are different or opposite from their own are strange and less good. The value
differences discussed in this chapter, however, are neither good nor bad. Rather, they
shouldbe viewed as a way o f better understanding the values o f others, as well as our own.
The good news i s that no one expects you to adopt the values o f other cultures. In fact,
no one is even asking you to like them. But, i t is imperative to understand the value dif-
ferences found throughout the world so that you will be in the best position to make the
most informed international business decisions.
5-1 Tom Forrest, an up-and-coming executive for a U.S. electronics company, was sent
to Japan to work out the details of a joint venture with a Japanese electronics firm. Dur-
ing the first several weeks, Tom felt that the negotiations were proceeding better than he
had expected. He found that he had very cordial working relationships with the team of
Japanese executives, and they had in fact agreed on the major policies and strategies gov-
erning the new joint venture. During the third week of negotiations, Tom was present at a
meeting held to review their progress. The meeting was chaired by the president of the
Japanese firm, Mr. Hayakawa, a man in his mid-forties, who had recently taken over the
presidency from his eighty-two-year-oldgrandfather.The new president, who had been in-
volved in most of the negotiations during the preceding weeks, seemed to Tom to be one
of the strongest advocates of the plan that had been developed to date. Also attending the
meeting was Hayakawa's grandfather, the recently retired president. After the plans had
been discussed in some detail, the octogenarian past president proceeded to give a long
soliloquy about how some of the features of this plan violated the traditional practices on
which the company had been founded. Much to Tom's amazement, Hayakawa did noth-
ing to explain or defend the policies and strategies that they had taken weeks to develop.
Feeling extremely frustrated, Tom then gave a fairly strongly argued defense of the plan.
To Tom's further amazement, no one else in the meeting spoke up in defense of the plan.
The tension in the air was quite heavy, and the meeting adjourned shortly thereafter. With-
in days the Japanese firm completely terminated the negotiations on the joint venture.
How could you he$ Tom better understand this bewildering situation?
5-2 Jeff Walters, owner and manager of a highly successful bookstore in Philadelphia
during the 1960s and 1970s, had gone on a three-week safari to East Africa. He and his
wife had been so struck by the beauty of the area that they had decided soon after re-
turning to the United States to sell the bookstore and start a book distribution company
based in Nairobi that would supply books from all over the world to eastern and southern
African countries. Although the new business was only four years old, Jeff's enthusiasm for
combining his love of books with his newfound love of East Africa was largely responsible
for the great success of the new enterprise. In only four years, Jeff, as president of the
company, had put together a professional and administrative staff of eighteen local Kenyans.
Jeff found that he was behind schedule in preparing a lengthy proposal for a possi-
ble government contract due in the USAID office in Nairobi the next day. The deadline was
so critical that he had to work very closely with some of his staff to make sure that it was
met. In the final hours, Jeff found himself helping the secretaries make copies, collate, and
assemble the multiple copies of the proposal. But minutes after pitching in to help, he no-
ticed that his staff became very noncommunicative, and he seemed to be getting a lot of cold
stares. Jeff couldn't understand why his attempts to be helpful were so unappreciated.
How could you help Jeff better understand this cross-cultural problem?
5-3 For the past three years, Ned Ferguson has served quite successfully as the man-
ager of a U.S.-owned manufacturing company in Taiwan. Shortly after Ned's arrival in Taipei,
he instituted a number of changes in the plant operation that increased both production and
worker satisfaction. However, within the last several months, a series of what seemed to
Ned to be unrelated incidents had occurred. First, there had been a fire in the warehouse,
which fortunately was contained before too much damage had been done. On the follow-
ing day, the wife and two children of the local plant supervisor were killed in a spectacular
automobile accident. Finally, within the past several weeks, there had been a rash of minor
accidents on the assembly line, quite uncharacteristic given the plant's excellent past safe-
ty record. Ned heard that rumors were running rampant about the plant being cursed by
evil spirits, and absenteeism had increased dramatically. To try to deal with these prob-
lems, Ned called together his chief supervisors. His American staff recommended that
some experts from the insurance company come in to review the safety procedures, which,
they argued, would show the workers that the company was taking their safety needs se-
riously. But the Taiwanese supervisors considered this step to be inadequate and instead
suggested that a local religious priest be brought in, during company time, to pray for the
workers and ward off any evil forces. Ned and his U.S. staff thought that such an action
would do nothing but give official company support to superstition. The meeting ended
without any substantial agreement between U.S. and Taiwanese supervisors.
How would you explain this basic cultural conflict?
5-4 Within the past decade, Ray Cisneros had worked hard to become the top sales-
person for the entire West Coast district of his company, which manufactures and dis-
tributes vinyl floor coverings. When his company received an invitation to make a marketing
presentation to a large distribution firm in Buenos Aires, Ray's Hispanic background, flu-
ency in Spanish, and excellent salesmanship all made him the logical choice for the as-
signment. Ray had set up an appointment to make his presentation on the same day that
he arrived from Los Angeles. But upon arrival, the marketing representativeof the host firm,
who met him at the airport, told him that the meeting had been arranged for two days
later so that Ray could rest after the long trip and have a chance to see some of the local
sights and enjoy their hospitality. Ray tried to assure his host that he felt fine and was pre-
pared to make the presentation that day. Ray could see no good reason not to get on with
the business at hand. Eventually, the marketing representative (somewhat reluctantly) in-
tervened on Ray's behalf, and the meeting was reset for later that afternoon. But once the
meeting began, Ray noticed that the Argentinean executives never really got beyond the
exchange of pleasantries. Finally, the vice president in charge suggested that they meet
again the next afternoon. Ray was feeling increasingly frustrated with the excruciatingly
slow pace of the negotiations.
How could you help Ray gain some clarity on this cross-cultural situation?
5-5 Stefan Phillips, a manager for a large U.S. airline, was transferred to Dhahran, Saudi
Arabia, to set up a new office. Although Stefan had had several other extended overseas
assignments in Paris and Brussels, he was not well prepared for working in the Arab
world. At the end of his first week, Stefan came home in a state of near total frustration.
As he sat at the dinner table that night, he told his wife how exasperating it had been to
work with the local employees, who, he claimed, seemed to take no responsibility for any-
thing. Whenever something went wrong they would simply say "lnshallah"("lfGod wills it").
Coming from a culture that sees no problem as insolvable, Stefan could not understand
how the local employees could be so passive about job-related problems. "If I hear one
more inshallah," he told his wife, "I'll go crazy."
What might you tell Stefan to help him better understand the cultural realities of Saudi
Arabia?
Negotiating across Cultures
In a very general sense, the process of negotiating is absolutely fundamental to human

communication and interaction. If we stop to consider it, we are negotiating all the time.
We negotiate with our spouses, children, co-workers, friends, bosses, landlords, cus-
tomers, bankers, neighbors, and clients. Because negotiating is such an integral part of
our everyday lives, it becomes largely an unconscious process, for we do not spend a lot
of time thinking about how we do it. As with so many other aspects of our behavior, the
way we negotiate is colored by our cultural assumptions. Whether we are effective ne-
gotiators or not, our culturally conditioned negotiating styles are largely operating at an
unconscious level.
When negotiating within our own culture, it is possible to operate effectively at
the intuitive or unconscious level. However, when we leave our familiar cultural context
and enter into international negotiations, the scene changes dramatically. There are no
longer shared values, interests, goals, ethical principles, or cultural assumptions between
the negotiating parties. As we demonstrated in previous chapters, different cultures have
different values, attitudes, morals, behaviors, and linguistic styles, all of which can great-
ly affect the process and outcome of our negotiations. To illustrate, researchers Jeanne
Brett and Tetsushi Okumura (1998) studied the effects of culture on the process of ne-
gotiating between Japan and the United States. They found that the basic value differences
of individualism versus collectivism (see Chapter 5) is reflected in differential levels of
self-interest in the negotiation process. The more individualistic Americans (who come
from a culture where the definition of self is less dependent on group membership) are
more likely to emphasize their own personal self-interests when negotiating. The Japanese,
by way of contrast, are more likely to suppress their personal self-interest in favor of the
interests of the group and the need to honor their social obligations. Moreover, the direct
versus indirect way of communicating (see Chapter 3) that distinguishes Japanese and
Americans can affect the process of negotiations. In general, the Japanese tend to com-
126 Negotiating across Cultures
municate much more indirectly than Americans; that is, they leave much information
unstated about their needs, positions, and priorities. Americans, on the other hand, state
their positions very explicitly and expect those on the other side of the table to do like-
wise. This results in the Japanese negotiators understanding the priorities of the Ameri-
cans, while the opposite is not true. Americans conclude (erroneously) that the Japanese
are sneaky and covert, while the Japanese conclude (equally erroneously) that their Amer-
ican counterparts are not very intelligent because they cannot understand the subtle and
indirect messages that the Japanese are sending.
Thus, as is obvious, we cannot negotiate across cultural lines without being con-
scious of how the basic features of different cultures can influence the negotiation pro-
cess. In this chapter, our aim is to analyze the cross-cultural negotiation process, for by
heightening our awareness of some of the potential pitfalls, we may become more ef-
fective international negotiators.
THE NATURE OF CROSS-CULTURAL NEGOTIATION
Because the act of negotiating is so central to our lives, we frequently fail to define it.
Those who write about the process of negotiation, on the other hand, do define it-
sometimes in excruciating detail-but fail to agree on a common definition. But, as
Robert Moran and William Stripp (1991,71-72) remind us, the common theme running
through all definitions is that two or more parties, who have both common and con-
flicting interests, interact with one another for the purpose of reaching a mutually ben-
eficial agreement.
Effective negotiation does not involve bludgeoning the other side into submission.
Rather, it involves the more subtle art ofpersuasion, whereby all parties feel as though
they have benefited. There is no simple formula for success; each situation must be as-
sessed within its own unique set of circumstances. The successful negotiator must choose
the appropriate strategy, project the correct personal and organizational images, do the
right type of homework, ask the most relevant questions, and offer and request the ap-
propriate types of concession at the right time. Negotiating within one's own culture is
sufficiently difficult, but the pitfalls increase geometrically when one enters the inter-
nationaVintercultura1arena.
Being a skilled negotiator in any context entails being an intelligent, well-prepared,
creative, flexible, and patient problem solver. International negotiators, however, face an
additional set of problems/obstaclesnot ordinarily encountered by domestic negotiators.
As we have tried to establish from the outset of this book, one very important obstacle
to international negotiations is culture. Because culture involves everything that a peo-
ple have, think, and do, it will influence or color the negotiation process. The very fact
that usually one party in a negotiation will travel to the country of the other party estab-
lishes a foreign negotiating setting for at least one party, and this "strangeness"can be a
formidable barrier to communication, understanding, and agreement.
There are other barriers as well. For example, international negotiation entails
working within the confines of two different and sometimes conflicting legal structures.
Negotiating across Cultures 127
Unless the negotiating parties can both understand and cope with the differing legal re-
quirements, a joint international contract may be governed by two or more legal systems.
Another barrier may be the extent to which government bureaucracies in other countries
exert their influence on the negotiation process, a problem not always understood by
Westerners whose governments are relatively unobtrusive in business negotiations.
Finally, an additional obstacle that goes beyond cultural differences is the sometimes
volatile, or at least unpredictable, geopolitical realities of the two countries of the nego-
tiating parties. Sudden changes in governments, the enactment of new legislation, or
even natural disasters can disrupt international business negotiations either temporarily
or permanently. For example, the disintegration of the Soviet Union, Iraq's invasion of
Kuwait, or an earthquake in Mexico could all have far-reaching implications for West-
ern businesspeople who were in the process of negotiating business deals in those parts
of the world.
While we recognize the importance to international negotiations of these noncul-
tural obstacles (different legal structures, interference by government bureaucracies, and
geopolitical instability), our discussion of international business negotiation will focus
on the cultural dimension.
It should be apparent by now that success in negotiating international business
contracts requires a deep understanding of the culture of those on the other side of the
table. The reason for this cultural awareness, however, is not for the purpose of bring-
ing the other side to its knees-to make them do what we want them to do. Nor is it to
accommodate them by giving up some of our own strongly adhered-to principles.
Rather, an appreciation of the important cultural elements of the other side is essen-
tial if one is to get on with the business at hand so that all parties concerned can feel
as though they are better off after the negotiations than before. Moreover, it is equal-
ly the responsibility of both sides in the negotiating process to understand the cultur-
al realities of their negotiation partners. Intercultural communication, in other words,
is a two-way street, with both sides sharing the burden and responsibility of cultural
awareness.
WHERE TO NEGOTIATE
Earlier we defined negotiation as a process between people who share some common in-
terests, people who stand to benefit from bringing the process to a successful conclusion.
Both sides have a stake in the outcome, so it stands to reason that the place of negotia-
tions could be on the home turf of either party or in a neutral environment. The selection
of a site for the negotiations is of critical importance because there are a number of ad-
vantages of negotiating in your own backyard. In the world of international diplomatic
negotiations, the question of where a summit meeting will occur is taken very seriously
because it is assumed that the location will very likely affect the nature and the outcome
of the negotiations.The business negotiator who travels abroad is confronted with an ap-
preciable number of problems and challenges not faced by those who negotiate at home.
Let's consider some of the difficulties encountered when negotiating abroad.
First, and perhaps most important, the negotiator abroad must adjust to an unfamiliar
environment during the days, weeks, or even months of the negotiations. This involves
getting used to differences in language, foods, pace of life, and other aspects of culture.
The negotiator who is well prepared will make a relatively smooth and quick adjustment,
yet not without moments of discomfort, awkwardness, and general psychological dis-
orientation. Time and effort must be spent learning about the new environment, such as
how to make a telephone call, where to find a fax machine, or simply how to locate the
rest room. For those who are less well prepared, the adjustment process may be so diffi-
cult that there is little energy left for the important work of negotiating.
Second, the business negotiator cannot avoid the deleterious effects of jet lag. Even
for those international travelers who heed all conventional wisdom concerning mini-
mizing jet lag (avoid alcohol and eat certain foods), an intercontinental flight will nev-
ertheless take its toll on one's physical condition. Thus, the traveling negotiator is likely
not to be as rested or alert as his or her counterpart who doesn't have to cope with jet lag.
Third, the negotiator has little or no control over the setting in which the discussions
take place. The size of the conference room, the seating arrangements, and the schedul-
ing of times for both negotiating and socializing are decisions made by the host negoti-
ating team. The side that controls these various details of the process can use them to their
own advantage.
Fourth, the negotiator working in a foreign country is further hampered by being
physically separated from his or her business organization and its various support per-
sonnel. Frequently, before negotiators can agree to certain conditions of a contract,
they must obtain additional information from the manufacturing, shipping, or finan-
cial department of their home office. Those negotiating at home have a marked ad-
vantage over the traveling negotiator because it is always easier to get a question
answered by a colleague down the hall than by relying on transcontinental telephones
or fax messages.
Finally, negotiators working on foreign soil are under pressure to conclude the ne-
gotiations as soon as possible, a type of pressure not experienced by those negotiating at
home. The longer negotiations drag on, the longer the negotiator will be away from the
other operations of the office that need attention, the longer his or her family and social
life will be disrupted, and the more it will cost the firm in terms of travel-related ex-
penses. Given these very real pressures, negotiators working abroad are more likely to
make certain concessions than they might if they were negotiating at home.
It would appear that negotiating abroad has a number of distinct disadvantages as
compared with negotiating at home, including the hassle of an unfamiliar cultural setting,
uncertain lines of communication with the home office, lack of control over the negoti-
ating setting, and considerable expenditure of both time and travel funds. There is little
doubt that, given the choice, most Western businesspeople would opt to conduct their
negotiations at home. Yet, more often than not, Westerners are attempting to sell their prod-
ucts and ideas abroad. And if the potential international customers are to learn about the
products or services, it is essential that Westerners go to them. Moreover, in many parts
of the world, particularly in developing areas, potential customers from both the private
and public sectors have very limited resources for traveling. Thus, in many cases, if West-
erners desire to remain competitive in the international marketplace, they will have no
other choice than to do their negotiating on foreign soil.
EFFECTIVE STRATEGIES FOR INTERNATIONAL NEGOTIATORS
In keeping with the conceptual nature of this book, this chapter does not attempt to list
all the do's and don't's of negotiating in all the cultures of the world. Such an approach-
given the vast number of features found in each culture-would be well beyond the scope
of this book and certainly beyond any single individual's capacity to comprehend. Where-
as some works have taken a country-by-country approach to international negotiating
(Kennedy 1985; Moran and Stripp 1991), here we focus on certain general principles of
cross-cultural negotiating that can be applied to most, if not all, international situations.
This chapter does not provide a cookbook-style guide for avoiding negotiating faux pas
in all the major cultures of the world, but it will draw upon some of the most positive ex-
periences of successful intercultural negotiators.
Concentrate on Long-Term Relationships, Not Short-Term Contracts
If there is one central theme running through the literature on international busi-
ness negotiations, it is that the single most important consideration is building relation-
ships over the long run rather than focusing on a single contract. At times, U.S.
businesspeople have been criticized for their short-term view of doing business. Some
feel that they should not waste time; they should get in there and get the contract signed
and get on to other business. If the other side fails to meet their contractual obligations,
the lawyers can sue. Frequently, this approach carries with it the implicit analogy of a
sports contest. Negotiating across cultures is like a football game, the purpose of which
is to outmaneuver, outmanipulate, outsmart, and generally overpower the other side,
which is seen as the opponent-and the wider the margin of victory, the better. But con-
ventional wisdom, coupled with the experience of successful negotiators, strongly sug-
gests that international business negotiating is not about winning big, humiliating the
opposition, making a killing, and gaining all the advantages. Rather, successful interna-
tional business negotiating is conducted in a cooperative climate in which the needs of
both sides are met and in which both sides can emerge as winners.
To be certain, considerable variation exists throughout the world in terms of why
people enter into business negotiation in the first place. In some societies, such as our own,
businesspeople may enter into negotiations for the sake of obtaining the signed contract;
other societies, however, view the negotiations as primarily aimed at creating a long-
standing relationship and only secondarily for the purpose of signing a short-term con-
tract. As Jeswald Salacuse (1991,60) reminds us, for many Americans a signed contract
represents closing a deal; to the Japanese, signing a contract is seen as opening a rela-
tionship. With those cultures that tend to emphasize the relationship over the contract, no
contract will likely be signed unless a relationship of trust and mutual respect has been
established.And even though relationship building may not conform to the typical Amer-
ican's time frame, the inescapable truth is that, because relationships are so important in
the international arena, negotiations are unlikely to succeed without them.
Building relationships requires that negotiators take the time to get to know one
another. Frequently, this involves activities--eating, drinking, visiting national monu-
ments, playing golf-that strike the typical American as being outside the realm of busi-
ness and consequently a waste of time. This type of ritual socializing, however, is vital
because it represents an honest effort to understand, as fully as possible, the needs, goals,
values, interests, and opinions of the negotiators on the other side. The two sides need
not have similar needs, goals, and values in order to have a good relationship, for it is
possible to disagree in a number of areas and still have a good working relationship. How-
ever, both parties need to be willing to identify their shared interests while working at
reconciling their conflicting interests in a spirit of cooperation and mutual respect. This
twofold task, which is never easy to accomplish, has the very best chance of succeed-
ing if a relationship built on trust and mutual respect has been established between the
negotiating parties.
Focus on the Interests behind the Positions
After the parties in a negotiation have developed a relationship, the discussion of

positions can begin. This stage of negotiating involves both sides setting forth what they
want to achieve from the negotiations. From a seller's perspective, it may involve sell-
ing a certain number of sewing machines at x dollars per unit. From the perspective of
the purchaser, it may involve receiving a certain number of sewing machines within a
month's time at x minus $30 per unit. Once the positions have been clearly stated, the
effective international negotiator will then look behind those positions for the underly-
When building long-lasting relationships with international

business associates, it helps to get to know them as people.
ing needs of the other party. The stated position is usually one way of satisfying needs,
but often the position of one side is in direct opposition to the position of the other side.
If the negotiators focus just on the positions, they will not likely resolve or reconcile their
differences. However, by looking beyond the position to the basic needs that gave rise
to those positions in the first place, creative solutions can likely be found that will sat-
isfy both parties.
The need to distinguish between aposition and the needs underlying the position
has been effectively illustrated by Dean Allen Foster (1992,286-87). The representative
of a U.S. telecommunications firm had been negotiating with the communications rep-
resentative from the Chinese government. After months of relationship building and dis-
cussing terms, the finalization of the agreement appeared to be in sight. At the eleventh
hour, however, the Chinese representative raised an additional condition that took the
American by surprise. The Chinese representative argued that since they were about to
embark on a long-term business relationship between friends, the U.S. firm should give
its Chinese friends a special reduced price that it would not give to other customers. The
problem with this request was that the U.S. firm had a strict policy of uniform pricing for
all countries with which it did business.
If we look at this situation solely in terms of the positions of the two parties, it
would appear to be an impasse. For anything to be resolved, one party would have to get
what it wanted, while the other would have to abandon its position. But, by understand-
ing the basic needs behind the positions, both sides have more room to maneuver so that
a win-win situation can result. Let's consider the needs behind the positions. The Chi-
nese position was based on two essential needs: to get a lower price, thus saving money,
and to receive a special favor as a sign of the American's friendship and commitment to
the relationship. The position of the U.S. firm was based on its need to adhere to the
principle of uniform pricing. By looking at the situation from the perspective of under-
lying needs rather than positions, it now became possible to suggest some alternative so-
lutions. The U.S. negotiator offered another proposal: to sell the Chinese some new
During negotiations on a joint venture with a Japanese company, Tom Clancy, rep-
resenting a company from Seattle, was listening intently to a presentation made by
one of the Japanese negotiators. Although Tom was very interested in what was
being said, he was becoming increasingly annoyed with his Japanese counterpart,
who kept pausing to askTom if he understood.Tom began to think that his Japanese
colleague thought he was either inattentive or stupid.
This cross-cultural misunderstanding occurred because the role of the lis-
tener in Japan is quite different than in the United States. It is customary in Japan
for listeners to use certain replies (known as aizuch~)such as hai (yes) to indicate
that one is listening and understanding what is being said. Americans do this as well
by saying yes or grunting "umhum," but the Japanese use these to a much greater
extent. Since Tom was not giving off any aizuchi, his Japanese counterpart kept
seeking reassurance that his message was being understood.
additional equipment at a very favorable price in exchange for sticking with the original
pricing agreement. Such an arrangement met all the needs of both parties. The Chinese
were saving money on the new equipment, and they were receiving a special favor of
friendship from the U.S. firm. At the same time, the U.S. company did not have to vio-
late its own policy of uniform pricing. In this example, a win-win solution was possible
because the negotiators concentrated on the needs behind the positions rather than on
the positions themselves. Once the negotiators were willing to look beyond a prepack-
aged, nonnegotiable, unilateral position for having their own needs met, they could ex-
plore new and creative ways of satisfying each other's needs.
Avoid Overreliance on Cultural Generalizations
The central theme of this book has been that success in any aspect of internation-
al business is directly related to one's knowledge of the cultural environment in which one
is operating. Simply put, the more knowledge a person has of the culture of his or her in-
ternational business partners, the less likely he or she will be to misinterpret what is
being said or done, and the more likely one's business objectives will be met. Commu-
nication patterns-both linguistic and nonverbal-need to be mastered as well as the
myriad of other culture-specific details that can get in the way of effective intercultural
business communication. But just as it would be imprudent to place too little emphasis
on cultural information, being overdependent on such knowledge is equally inadvisable.
As was pointed out in Chapter 2, cultural "facts" are generalizations based on a sam-
ple of human behavior and as such can only point out tendencies at the negotiating table.
Not all Middle Easterners engage in verbal overkill, and not all Japanese are reluctant to
give a direct answer. If we tend to interpret cultural generalizations too rigidly, we run the
risk of turning the generalizationsinto cultural stereotypes. We may chuckle when we hear
heaven defined as the place where the police are British, the cooks are French, the me-
chanics are German, the lovers are Italian, and it's all organized by the Swiss; converse-
ly, hell is defined as the place where the cooks are British, the mechanics are French, the
lovers are Swiss, the police are German, and it's all organized by Italians. Such cultural
stereotypes can be offensive to those being lumped together uncritically, but they can be
particularly harmful in the process of international business negotiations because they can
be wrong. Sometimes negotiators on the other side of the table do not act the way the gen-
eralization would predict.
To be certain, people's negotiating behavior is influenced by their culture, but there
may be some other factors at work as well. How a person behaves also may be conditioned
by such variables as education, biology, or experience. To illustrate, a Mexican business
negotiator who has an M.B.A. from the Wharton School may not object to discussing busi-
ness at lunch, as most other Mexicans might. We should not automatically assume that
all Mexicans will act in a stereotypical way. Owing to this particular Mexican's educa-
tion and experience, he has learned how to behave within the U.S. frame of reference. It
is therefore important that we move beyond cultural stereotyping and get to know the
negotiators on the other side not only as members of a particular cultural group but also
as individuals with their own unique set of personality traits and experiences.
Be Sensitive to Timing
Timing may not be everything, but in international negotiations it certainly can

make a difference between success and failure. As pointed out in Chapter 5, different
cultures have different rhythms and different concepts of time. In cultures like our own,
with tight schedules and a precise reckoning of time, it is anticipated that business will
be conducted without wasting time. But in many parts of the world, it is not realistic to
expect to arrive one day and consummate a deal the next before jetting off to another
client in another country. The more likely scenario involves spending what may seem
like inordinately long periods on insignificant details, frustrating delays, and unanticipated
postponements. Bringing the U.S. notion of time into an international negotiation will in-
variably result in either frustration or the eventual alienation of those with whom one is
negotiating.
As a general rule, international negotiations, for a number of reasons, take longer
than domestic negotiations. We should keep in mind that McDonald's engaged in nego-
tiations for nearly a decade before it began selling hamburgers in Moscow. In another sit-
uation, a high-level salesperson for a U.S. modular office M t u r e company spent months
negotiating a deal in Saudi Arabia. He made frequent courtesy calls, engaged in long
discussions on a large number of topics other than office furniture, and drank enough cof-
fee to float a small ship. But the months of patience paid off. His personal commission
(not his company's profit) was in excess of $2 million! The lesson here is clear. An in-
ternational negotiator must first understand the local rhythm of time, and if it is slower
than at home, exercise the good sense to be patient.
Another important dimension of time that must be understood is that some times
of the year are better than others for negotiating internationally.All cultures have certain
times of the year when people are preoccupied with social or religious concerns or when
everything having to do with business simply shuts down. Before negotiating abroad,
become familiar with the national calendar. To illustrate, do not plan any global deal
making with the Taiwanese on October 10, their national day of independence; or with
the Japanese during "Golden Week," when most people take a vacation; or anywhere in
the Islamic world during Ramadan, when Muslin businessmen are more concerned with
fasting than with negotiating. Any attempt to conduct negotiations on these holidays, tra-
ditional vacation times, or times of religious observance will generally meet with as
much success as a non-American might have trying to conduct business negotiations in
the United States during the week between Christmas and New Year's day.
Still another consideration of time has to do with the different time zones between
one's home office and the country in which the negotiations are taking place. Owing to
these different time zones, an American negotiating in Manila cannot fax the home of-
fice in New York and expect an answer within minutes, as might be expected if the ne-
gotiations were taking place in Boston. If at 4:00P.M. (Manila time) a question is raised
in the negotiations that requires clearance or clarification from the home office, an an-
swer will not likely be received until the next day because in New York it is 3:00A.M. Thus,
attempting to operate between two distant time zones can be frustrating for most Amer-
icans because it tends to slow the pace of the negotiations.
Remain Flexible
Whenever entering an international negotiating situation, the Western negotiator,

despite the best preparation, will always have an imperfect command of how things
work. In such an environment, some of the best laid plans frequently go unexecuted:
Schedules change unexpectedly; government bureaucrats become more recalcitrant than
predicted; people don't follow through with what they promise. When things don't go
as expected, it is important to be able to readjust quickly and efficiently. To be flexible
does not mean to be weak; rather, it means being capable of responding to changing
situations. Flexibility means avoiding the all too common malady known as "hardening
of the categories."
The need for remaining open and flexible has been well illustrated by Dean Allen
Foster (1992, 254-55), who tells of a U.S. businessman trying to sell data-processing
equipment to a high-level government official in India. After preparing himself thor-
oughly, the American was escorted into the official's office for their initial meeting. Much
to the American's surprise, seated on a nearby sofa was another gentleman who was never
introduced. For the entire meeting, the host-government official acted as if the third man
were not there. The American became increasingly uncomfortable with the presence of
this mystery man who was sitting in on the negotiations, particularly as they discussed
specific details. After a while, the American began having paranoid delusions. Who was
this man listening in on these private discussions? He even imagined that the man might
be one of his competitors. The American negotiator became so uncomfortable with this
situation that he lost his capacity to concentrate on the negotiations and eventually lost
the potential contract. Here was a perfect example of a negotiator who was unsuccessful
because he could not adjust to an unfamiliar situation. In India, as in some other parts of
the world, it is not unusual for third parties to be present at negotiations. They may be
friends, relatives, or advisors of the host negotiator, invited to listen in to provide ad-
vice-and perhaps a different perspective. Unaware of this customary practice in India,
this U.S. negotiator began to imagine the worst until it had irreparably destroyed his ca-
pacity to focus on the negotiations at hand.
We can see how flexibility is important in order to most effectively adapt to unfa-
miliar cultural situations that are bound to emerge when negotiating internationally. Re-
maining flexible has another advantage as well. Flexibility creates an environment in
which creative solutions to negotiating problems can emerge. We have said earlier that
negotiations should be a win-win situation, whereby both sides can communicate their
basic needs and interests, rather than just their positions, and then proceed to brainstorm
on how best to meet the needs of both sides. A win-win type of negotiation is most like-
ly to occur when both sides remain flexible and open to exploring nontraditional solutions.
Prepare Carefully
It is difficult to imagine any undertaking-be it in business, government, edu-

cation, or athletics-where advanced preparation would not be an asset. Nowhere is this
more true than in the arena of international negotiating where the variables are so com-
plex. There is a straightforward and direct relationship between the amount of prepa-
ration and the chances for success when engaging in global deal making. Those who
take the rather cavalier attitude of "Let's go over and see what the Japanese have to
say" are bound to be disappointed. What is needed is a substantial amount of advanced
preparation, starting, of course, with as full an understanding as possible of the local
cultural realities. In addition, the would-be negotiator needs to seek answers to im-
portant questions concerning his or her own objectives, the bottom-line position, the
types of information needed as the negotiations progress, an agenda, and the accessi-
bility of support services, to mention a few. These and many other questions need to
be answered before getting on the plane. Failure to prepare adequately will have at
least two negative consequences. First, it will communicate to the other side that you
don't consider the negotiations sufficiently important to have done your homework.
Second, ill-prepared negotiators frequently are forced into making certain concessions
that they may later regret.
We often hear the old adage "Knowledge is power." Although most Americans
would agree, we are a society that tends to downplay, at least in principle, status dis-
tinctions based on power. Our democratic philosophy, coupled with our insistence on
universal education, encourages people from all parts of society to get as much edu-
cation (and information) as possible. Even the recent computer revolution in the Unit-
ed States now puts vast quantities of information into virtually anyone's hands.
Consequently, Americans usually do not equate high status or power with the posses-
sion of information. In some other cultures, however, there is a very close association
A good deal of the preparation for International negotiations can

now be done over the Internet.
Sometimes cross-cultural negotiations can be affected by differences in commu-

nication style.To illustrate, a wide range of stylistic differences is found throughout
the world in terms of emotional self-disclosure. In certain Asian societies, proper
communication is dispassionate and unemotional. But in many parts of South Amer-
ica, people speak more excitedly, with frequent tone changes, and often overlap-
ping one another's speech. Americans typically have difficulty with both of these
extremes in communication style. We frequently see Asians a s being "inscrutable,"
an interpretation based on our inability to "read them emotionally. We often see
South Americans a s overemotional, irrational, and, in some cases, rude because
they are always interrupting. But if we understand these stylistic differences before
the negotiations begin, we can give these behaviors a more positive spin. Asians
are being emotionally reserved, not to be sneaky but out of respect for both you and
the seriousness of the negotiations.The emotional style of South Americans reveals
their commitment to the negotiation process with their hearts a s well a s their minds.
between knowledge and power. Unless Americans negotiating in such cultures have as
much information as possible, they are likely to be seen as weak and, by implication,
ineffectual negotiators.
A basic part of preparing for negotiations is self-knowledge. How well do you un-
derstand yourself, the assumptions of your own culture, and your own goals and objec-
tives for this particular negotiation? If you are part of a negotiating team, a number of
questions must be answered: Who are the team members? How have they been selected?
Is there general consensus on what the team hopes to accomplish? Is there a proper bal-
ance between functional skills, cross-cultural experience, and negotiating expertise? Has
a rational division of labor been agreed upon in terms of such tasks as note taking, serv-
ing as a spokesperson, or making local arrangements? Has there been sufficient time for
team building, including discussions of strategies and counterstrategies?
A particularly important area of preparation has to do with getting to know the ne-
gotiators on the other side of the table. At the outset, it must be determined if the orga-
nization is the appropriate one to be negotiating with in the first place. Once that has
been decided, it is important to know whether their negotiators have the authority and
responsibility to make decisions. Having this information before the negotiations begin
can eliminate the possibility of long delays stemming from the last-minute disclosure
that the negotiators on the other side really cannot make final contractual decisions.
But once involved in the negotiating process, it is important, as a general rule, to get to
know the other team's negotiators as people rather than simply as members of a partic-
ular culture.
Learn to Listen, Not Just Speak
The style of oral discourse in the United States is essentially a very assertive
one. Imbued with a high sense of competition, most Americans want to make certain
that their views and positions are presented as clearly and as powerfully as possible. As
a consequence, they tend to concentrate far more on sending messages than on re-
ceiving them. Many Westerners treat a discussion as a debate, the objective of which
is to win by convincing the other party of the superiority of their position. Operating
under such an assumption, many Americans are concentrating more on their own re-
sponse than what the other party is actually saying. They seem to have a stronger de-
sire to be heard than to hear. Although public speaking courses are quite common in
our high schools and colleges, courses on how to listen are virtually nonexistent. Be-
cause effective listening is a vital component of the negotiating process, Westerners in
general, and Americans in particular, are at a marked disadvantage when they appear
at the negotiating table.
If, as we have tied to suggest throughout this chapter, the best negotiator is the
well-informed negotiator, then active listening is absolutely essential for understand-
ing the other side's positions and interests. The understanding that comes from your ac-
tive listening can have a positive persuasive effect on your negotiating partners in at
least two important ways. First, the knowledge gleaned through listening can convince
your negotiating partners that you are knowledgeable and thus worthy of entering into
a long-term relationship. Second, the very fact that you made the effort to really hear
what they were saying will, in almost every case, enhance the rapport and trust between
the two parties.
Developing good listening skills may be easier said than done. Nevertheless,some
general guidelines, if followed, can help us receive oral messages more effectively:
1. Be aware of the phenomenon that psychologists call cognitive dissonance, the tendency to
discount, or simply not hear, any message that is inconsistent with what we already believe or
want to believe. In other words, if the message does not conform to our preconceived way of
thinking, we subconsciously tend to dismiss its importance. It is important to actively hear all
messages-those that you agree with and those that you don't. You don't have to agree with
everythg being said, but it is important to hear the message so that you will then be in a po-
sition to seek creative ways of resolving whatever differences may exist.
2. Listen to the whole message before offering a response. Focus on understanding rather than
interrupting the message so that you can give a rebuttal/response. Because no one likes to
be cut off before he or she is finished speaking, it is vital for the effective negotiator to prac-
tice allowing other people to finish their ideas and sentences.
3. Concentrate on the message rather than the style of the presentation.It is easy to get distracted
from what is being said by focusing instead on how it is presented. No matter how inartic-
ulate, disorganized, or inept the speaker might be, try to look beyond those stylistic features
and concentrate on the content of the message.
4. Learn to ask open-ended questions, which are designed to allow the speaker to elaborate on
a particular point.
5. Be conscious of staying in the present. All people bring into a negotiation session a wide va-
riety of "baggage from the past." It is tempting to start thinking about yesterday's racquet-
ball game with a friend, this morning's intense conversation with your boss, or the argument
you had with your spouse at breakfast, but to do so will distract you from actively hearing
what is being said.
6 . Consider the possibility of having a friend or close associate serve as an official listener
whose job it is to listen to the other side with another set of ears. Such a person can provide
a valuable new perspective on what is being said and can also serve as a check on your own
perceptions.
7. In almost all situations, taking notes will help you become a more effective listener. Provided
you don't attempt to record every word, selective note taking can help highlight what is
being said. Not only will note taking help document the messages, but when the speaker no-
tices that you are taking notes, he or she will in all likelihood make a special effort to be clear
and accurate.
THEUSEOFINTERPRETERS
Throughout this book, we have stressed the importance of knowing as much as possible
about the language and culture of the people with whom one is doing business. Speak-
ing the language of your business partners gives you an enormous advantage, in that it
enhances rapport and allows you to understand more fully the thought patterns of your
business partners. However, when deciding on which language to use in the negotiation,
do not be guided by the principle that a little knowledge is better than none at all. In
other words, unless you are extremely well versed in a foreign language, do not try to ne-
gotiate in that language directly but rather rely on the services of a competent interpreter.
Even if you have a relatively good command of the language, working through an inter-
preter may be helpful because it allows you more time to formulate your response. On
the other hand, use of an interpreter has certain disadvantages, such as increasing the
number of people involved, increasing the costs of the negotiations, and serving as a bar-
rier to the two sides really getting to know one another.
When considering the use of a linguistic intermediary in cross-cultural negotia-
tions, it is important to make the distinction between a translator and an interpreter. Al-
though both roles are aimed at turning the words of one language into the words of
another language, the translator usually works with documents, whereas the interpreter
works with the spoken word in a face-to-face situation. Translators have the luxury of
using dictionaries and generally are not under any great time constraints. Interpreters, on
the other hand, must listen to what is being said and then instantaneously translate those
words into the other language. Interpreting is a demanding job, for it requires constant
translating, evaluating, and weighing the meaning of specific words within the specific
social context. A good interpreter not only will need to be aware of the usual meaning of
the words in the two languages but also must consider the intent of the words and the
meanings of the nonverbal gestures. Because of these special demands, language inter-
pretation is more exhausting-and consequently less accurate-than language translation.
When selecting an interpreter, it is important for that person both to be intimately
knowledgeable of the two languages and have a technical expertise in the area being ne-
gotiated. For example, although a U.S. university professor of Spanish literature may
have an excellent command of the language, he or she may not be particularly effective
at translating scientific terms or highly technical data on weaving equipment. It is this type
of shortcoming that could lead an interpreter to translate the term hydraulic ram into the
term wet sheep.
Because the use of an interpreter involves placing an additional person between the
two primary negotiators, one should take a number of precautions to ensure that the in-
terpreter clarifies communication rather than obscures it. First, the negotiator and the
interpreter should allow sufficient time, before the negotiations begin, to get to know
one another. This involves reviewing your own notes, slides, and technical terms that
may cause misunderstandings. Only when the interpreter understands your goals and ex-
pectations can he or she represent your interests to the other side and be on the lookout
for the type of information that you need. Second, help the interpreter by speaking slow-
ly and in discrete sentences. By pausing momentarily between sentences, you are actu-
ally providing a little more time for the interpreter to do his or her job. Third, because
interpreting is an exhausting job that requires intense concentration, interpreters should
be given breaks periodically to recharge their intellectual batteries. Fourth, plan your
words carefully so as to avoid ambiguities, slang, or other forms that do not translate
well. Finally, it is imperative that interpreters be treated with respect and acknowledged
as the highly qualified professionals that they are. The purposeful development of cor-
dial relations with your interpreter can only help facilitate the process of communication
at the negotiating table.
THE GLOBAL NEGOTIATOR
We have examined, in a very general way, some of the problems and challenges of ne-
gotiating abroad. This chapter is not intended to be a cookbook for the would-be inter-
national negotiator. Rather, it is offered as a set of general guidelines for those who find
themselves negotiating across cultures. Bear in mind that no two negotiating situations
are exactly alike, but most of the strategies suggested here are applicable to whatever
type of cross-cultural negotiating session one can imagine. We have suggested that in-
ternational negotiators should (1) concentrate on building long-term relationships rather
than short-term contracts, (2) focus on the interests that lay behind the positions, (3) avoid
overdependence on cultural generalizations, (4) develop a sensitivity to timing, (5) re-
main flexible, (6) prepare carefully ahead of time, (7) learn to listen effectively, and (8)
know when to use interpreters.
A major theme running through the contemporary literature is that, because ne-
gotiating across cultures involves mutual interdependence between the parties, it must be
conducted in an atmosphere of mutual trust and cooperation. Quite apart from your po-
sition on the issues that are being negotiated, maintaining a high degree of personal re-
spect for those on the other side of the table is important. Even though the negotiators on
the other side of the table likely view the world very differently than you do, always ap-
proach them with respect and with a willingness to learn. Do not try to reform the other
culture at the negotiating table in hopes that they will eventually be more like yourself,
for the simple reason that it will not work. On the other hand, do not go overboard in the
other direction by "going native." Most people tend to be suspicious of anyone imitating
their gestures or behaviors. The soundest advice is to learn to understand and respect
cultural differences while retaining one's own. This spirit of mutual respect and cooper-
ation has been cogently expressed by Salacuse:
At times the two sides at the negotiating table are like two persons in a canoe who must
combine their skills and strength if they are to make headway against powerful currents,
through dangerous rapids, around hidden rocks, and over rough portages. Alone they can
make no progress and will probably lose control. Unless they cooperate, they risk wreck-
ing or overturning the canoe on the obstacles in the river. Similarly, unless global deal mak-
ers find ways of working together, their negotiations will founder on the many barriers
encountered in putting together an international business transaction. (1991, 164)
CROSS-CULTURAL SCENERIOS
6-1 Fred Gardener, a thirty-one-year-old sales manager for a small boat-building firm in
Connecticut, decided to stop off in Lisbon to call on several potential clients after a skiing
trip to Switzerland. Having set up three appointments in two days, he arrived for the first
two scheduled meetings at the appointed times but was kept waiting for over a half-hour
in each instance. Based on these two experiences, Fred assumed that the Portuguese,
like other "Latin" types, must be manana oriented and not particularly concerned with the
precise reckoning of time. With this in mind, he was not particularly concerned about being
on time for his third appointment. Instead, he extended his visit to the local museum and
arrived at his third appointment more than forty minutes late. However, Fred sensed that
the Portuguese businesspeople were quite displeased with his tardiness.
How would you explain this reaction?
6-2 Margaret Errington, a corporate attorney for a San Francisco department store chain,
was responsible for negotiating leases for their outlets abroad. Because she had been par-
ticularly successful in similar negotiations in Europe, she was looking forward to securing
attractive leasing agreements from a shopping mall developer in Osaka, Japan. She was
especially optimistic because of her successful telephone communications with her coun-
terparts in Japan. But when she arrived with her two assistants, John Gresham and Mel
Watt, she was told by her Japanese hosts how surprised they were that she should come
to negotiate in person. Margaret was usually not included in the after-hours socializing,
and frequently the Japanese negotiators would direct their questions to John or Mel rather
than to Margaret.
Can you explain why Margaret was treated as she was?
6-3 Harold Josephson, an electronics engineer for an American satellite manufacturer,

had spent weeks negotiating with a Japanese parts distributor inYokohama.The Japanese
executive, Mr. Kushiro, was tough in the negotiations, so progress had been slow. Even-
tually, Harold felt they had found common ground and an equitable deal could be worked
out to the advantage of both companies. On the final day of negotiations, Harold was
pleased to announce to Kushiro that their thinking was parallel and he was ready to draw
up the contract. Kushiro pleasantly thanked Harold for his time and left the meeting with-
out further discussion.
What happened?
6-4 Roger Brown, marketing vice president for a Seattle-based lumber company, was
making a sales presentation to a plywood wholesaler in Tokyo. Roger had just proposed
what he considered to be a fair price for a large shipment of first-quality plywood. Much
to his amazement, the three Japanese executives did not respond immediately but rather
sat across the table with their hands folded and their eyes cast downward, saying noth-
ing. Fifteen seconds passed, then thirty, and still no response. Finally, Roger became so
exasperated that he said with a good deal of irritation in his voice, "Would you like for me
to repeat the offer?" From that point onward, the talks were stalled, and Roger never did
successfully negotiate a contract for plywood.
What advice would you give Roger for future negotiations?
6-5 Frank McDougalhad been chosen to set up a branch office of his engineering con-
sulting firm in Seoul, Korea. Although the six engineering consultants who would eventu-
ally be transferred to Seoul were Americans, Frank was interested in hiring local support
staff. He was particularly interested in hiring a local person with excellent accounting skills
to handle the company's books. He was confident that he would be able to find the right
person for the job because his company was prepared to offer an excellent salary and ben-
efits package. After receiving what he considered to be several excellent leads from a
friend at the Rotary Club, he was surprised to be turned down by all four prospective can-
didates. They were very appreciative of being considered for the position, but all preferred
to stay with their current employer. Frank just couldn't understand why all four of these Ko-
reans chose to pass up an increase in salary and fringe benefits.
How would you explain this situation to Frank?
Coping with Culture Shock
Preparing for a two-year overseas assignment in Lagos, Nigeria, a U.S. businessperson

during the 1970s submitted to no fewer than twenty-seven shots as a protective measure
against everything from yellow fever to hepatitis. Although he managed to avoid any
dreaded tropical disease during his assignment, he contracted one malady for which there
was no known vaccination. The disease was culture shock, that psychological stress re-
sulting from trying to adjust to major differences in lifestyles, living conditions, and
business practices in another cultural setting.
THE NATURE OF CULTURE SHOCK
Culture shock, a term first popularized by anthropologist Kalvero Oberg, refers to the psy-
chological disorientation experienced by people who suddenly find themselves living
and working in radically different cultural environments. Oberg describes culture shock
as the anxiety that results when all familiar cultural props have been knocked out from
under a person who is entering a new culture:
Culture shock is precipitated by the anxiety that results from losing all our familiar signs and
symbols of social intercourse. These signs or cues include the thousand and one ways in
which we orient ourselves to the situations of daily life: when to shake hands and what to
say when we meet people, when and how to give tips, how to give orders to servants, how
to make purchases, when to accept and when to refuse invitations, when to take statements
seriously and when not. Now these cues which may be words, gestures, facial expressions,
customs, or norms are acquired by all of us in the course of growing up and are as much a
part of our culture as the language we speak or the beliefs we accept. All of us depend for
our peace of mind and our efficiency on hundreds of these cues, most of which we do not
carry on the level of conscious awareness. (1960, 177)
Coping with Culture Shock 143
Culture shock ranges from mild irritation to a deep-seated psychological panic or

crisis. Culture shock occurs when U.S businesspeople abroad, all of a sudden, try to play
a game in which they have little or no understanding of the basic rules. They must strug-
gle to uncover what is meaningful in this new cultural environment, while acknowledg-
ing that many of their own familiar cultural cues may be irrelevant. They are forced to
try out new and unfamiliar modes of behavior, all the while never really knowing when
they might be unwittingly committing a gross social indiscretion. Culture shock usually
carries with it feelings of helplessness and irritability, while producing fears of being
cheated, injured, contaminated, or discounted. Even though everyone, to some extent,
suffers the anxiety of culture shock when first having to struggle in an unfamiliar cultural
setting, the very success or failure of an overseas living assignment depends largely on
how well one can make the psychological adjustment and get beyond the frequently de-
bilitating effects.
Both social scientists and laypeople use the term culture shock to define in very
broad terms the unpleasant consequences of experiencing a foreign culture. Since the
1960s a number of writers in the field have attempted to elaborate on Oberg's (1960)
original formulation by using such terms as role shock (Byrnes 1966), culture fatigue
(Guthrie 1975), and pervasive ambiguity (Ball-Rokeach 1973). Yet despite these varia-
tions on Oberg's original theme, there is general agreement that culture shock involves
the following dimensions:
A sense of confusion over expected role behavior

A sense of surprise, even disgust, after realizing some of the features of the new culture
A sense of loss of the old familiar surroundings (friends, possessions, and so on) and cul-
tural patterns
A sense of being rejected (or at least not accepted) by members of the new culture
A sense of loss of self-esteem because the inability to function in the new culture results in
an imperfect meeting of professional objectives
A feeling of impotence at having little or no control over the environment
A strong sense of doubt when old values (which had always been held as absolute) are
brought into question
Despite the use of the word shock, which implies a sudden jolt, culture shock does
not occur quickly, nor is it the result of a single event. Rather, it results from a series of
cumulative experiences. When first arriving in a new culture, usually flying into a major
city, the cultural contrasts do not seem too obvious. There are usually traffic lights, taxis,
tall buildings with elevators, banks, and modern hotels with English-speakingdesk clerks.
But before long, the very real cultural differences become painfully apparent. People
push in front of you in line rather than lining up in an orderly fashion; when people say
yes, they don't always mean yes; you try to be thoughtful by asking about the health of
your business partner's wife, and he acts insulted; you cannot buy things that you are ac-
customed to having every day at home; people promise to have something done by to-
morrow, but it doesn't get done; you try to be friendly, but people don't respond. As those
first days and weeks pass, the differences become more apparent, and the anxiety and
sense of frustration build slowly. Eventually, the cultural differences become the focus
144 Coping with Culture Shock
of attention. The foreign ways of thinking and acting are no longer quaint and fascinat-
ing alternative ways of living but rather are pathological, clearly inferior to your own.
When this occurs, culture shock has set in.
Robert Kohls (1984,65) provides a fairly comprehensive list of the major symp-
toms that have been observed in relatively severe cases of culture shock:
Homesickness
Boredom
Withdrawal (for example, spending excessive amounts of time reading; seeing only other
Americans; avoiding contact with host nationals)
Need for excessive amounts of sleep
Compulsive eating
Compulsive drinking
Irritability
Exaggerated cleanliness
Marital stress
Family tension and conflict
Chauvinistic excesses
Stereotyping of host nationals
Hostility toward host nationals
Loss of ability to work effectively
Unexplainable fits of weeping
Physical ailments (psychosomatic illnesses)
Since culture shock is characterized by a large and diverse set of symptoms, the mal-
ady is frequently difficult to predict and control. It is important to point out, however, that
not everyone will experience all the symptoms, but almost all people will experience
some. Moreover, some symptoms, or combination of symptoms, will vary in severity
from one case to another. Yet whenever any of the symptoms manifest themselves while
one is living and working abroad, one can be sure that culture shock has set in.
Individual international businesspeople vary greatly in the extent to which they
suffer from culture shock. A few people are so ill suited to working in culturally differ-
ent environments that they repatriate shortly after arriving in the host country. Others
manage to get by with a minimum of psychological discomfort. But for most Western-
ers, operating abroad involves a fairly severe bout with culture shock. According to Oberg
(1960), culture shock usually occurs in the following four stages:
1 . The honeymoon stage: Most people begin their foreign assignment with a positive attitude, so
this initial stage is usually characterized by euphoria. At this point, all that is new is exotic and
exciting. Attitudes about the host country, and one's capacity to operate in it successfully, are
unrealistically positive. During this initial stage, which may last from several days to several
weeks, the recent arrival is probably staying temporarily at a Western-style hotel or staff guest-
house where food, conditions of cleanliness, and language are not appreciably different from
those at home. The sojourner's time is devoted to getting established-finding a house, a maid,
and perhaps schools for the children. It is possible that the family's standard of living in this
foreign land will be more opulent than they were accustomed to while living in the United
States. By and large, it is the similarities between this new country and the United States that
stand out-which leads one to the erroneous conclusion that people are really all alike under
the skin.
2. Irritation and hostility: But as with marriages, honeymoons do not last forever. Within sev-
eral weeks or perhaps months, problems arise at work, at home, and at the marketplace.
Things taken for at home simply don't occur. A number of small problems become
insurmountable obstacles. Now. all of a sudden. it is the cultural differences. not the sim-
ilarities, that loom so large. ~or'thefirst time it becomes clear that, unlike a tko-week va-
cation, one will be in this situation for the next twelve to eighteen months. The second stage
of culture shock has set in; this second stage represents the crisis stage of a disease. Small
problems are blown out of proportion. It is during this stage that one or more of the symp-
toms mentioned are manifested to some degree. A commonly used mode for dealing with
this crisis stage is to band together with other expatriates to disparage the local people:
"How can they be so lazy?" "So dirty?" "So stupid?" "So slow?" Now is when ethnic
jokes proliferate. The speed with which one passes through this crisis stage of culture
shock will vary directly with the ultimate success of the international assignment. Un-
fortunately, some never get past stage 2, and they become premature return statistics or
somehow manage to stick it out but at a high cost to themselves, their families, and their
companies.
3. Gradual adjustment: Stage 3 marks the passing of the crisis and a gradual recovery. This
stage may begin so gradually that the "patient" is unaware that it is even happening. An un-
derstanding slowly emerges of how to operate within the new culture. Some cultural cues
now begin to make sense; patterns of behavior begin to emerge, which enable a certain
level of predictability; some of the language is becoming comprehensible; and some of
the problems of everyday living-which seemed so overwhelming in stage 2-are begin-
ning to be resolved. In short, the culture seems more natural and more manageable. A ca-
pacity to laugh at one's situation is a sure sign that adjustment-and ultimate recovery-is
well under way.
4. Biculturalism:The fourth and final stage, representing 1 1 1or near full recovery, involves the
ability to function effectively in two different cultures. The local customs that were so un-
settling months earlier are now both understood and appreciated. Without having to "go na-
tive," the intemational businessperson now accepts many of the new cultural ways for what
they are. This is not to imply that all strains in intercultural relationships have disappeared,
but the high-level anxiety caused by living and working in a different cultural environment
are gone. Moreover, in a number of situations, those making a full recovery from culture
shock find that there are many local customs to which they have become accustomed and
which will be missed upon returning home. Again, many people never reach stage 4. It is
possible to "get by" with a modicum of success by never going beyond stage 3. But for
those who do become bicultural, the intemational assignment can be a truly positive, growth-
producing experience.
The description of culture shock presented here so far paints a rather bleak pic-
ture of the helpless victim suffering from the debilitating psychological effects of a
serious illness. Although not glossing over the very real deleterious consequences of
culture shock, we can view it more positively as a potentially profound experience
leading to cultural learning, self-awareness, and personal growth. For example, Peter
Adler (1975) contends that the conflicts, problems, and frustrations associated with
culture shock can result in "transitional experiences" for the international busi-
nessperson, which "can be the source of higher levels of personality development."
Cultural learning is most likely to occur under situations of high anxiety, such as is com-
Adjustment to different cultures involves a willingness to get out

and explore the cultural landscape.
mon in moderate to severe cases of culture shock. At lower levels of anxiety, the mo-
tivation to learn about the host culture is absent. But when anxiety, frustration, and
pain are high, the motivation will be powerful to acquire new knowledge and skills,
which can be used to reduce the anxiety. Moreover, culture shock encourages the suf-
ferers to confront their own cultural heritage and to develop a new awareness of the de-
gree to which they are products of it. Although we are indebted to Adler for reminding
us of the more positive consequences of culture shock, the suggestion that it can be
growth producing does have its limitations. As Richard Brislin has suggested, if the anx-
iety of culture shock is too high, "people may be so upset that they are unable to focus
on new learning possibilities" (1 981, 158).
As has been too often the case, many Western businesspeople fail to meet their
overseas objectives because they are ill prepared to cope with culture shock. Yet even for
those who are successful at managing culture shock during their foreign assignment (that
is, by reaching stage 3 or 4), the phenomenon has an additional surprise in store-reverse
culture shock, or what has come to be known as reentry shock. Most Westerners are not
prepared for the enormous letdown they feel when returning home after an overseas as-
signment. In some cases, reentry shock-the disorientation faced when trying to reori-
ent oneself to life and work in the United States-can be more anxiety producing than
the original culture shock.
Although most international businesspeople will anticipate a certain number of
problems and discomfort when entering a new cultural environment, they are frequent-
ly unprepared for the myriad of problems they will face when returning home. First,
many U.S. businesspeople, after returning from a long assignment abroad, soon realize
that one problem is finding a new niche in the corporate structure at home. Those who
originally decided to send them abroad may no longer be on the scene; consequently, the
corporation's plan for how it would use them now may no longer exist.
Second, while trying to overcome the original dose of culture shock, many U.S.
businesspeople tend to embellish (in some cases, grossly exaggerate) their fond mem-
ories of life in the United States. They remember that things are better made, cheaper,
and cleaner and people are more efficient, polite, and competent. But upon reentry to
the United States, many of these myths are shattered. One of the by-products of a suc-
cessful adjustment to the host culture is that our old notions of our culture will never
again be the same. After one lives for a while in Switzerland or Germany, the United
States no longer seems to be the epitome of cleanliness; when compared with the
Japanese, the typical American seems loud and boisterous; after a stint in a developing
nation, people in the United States seem rushed and impersonal. Somehow home isn't
what one had remembered.
Third, one's standard of living may actually decrease when returning to the Unit-
ed States. Such luxuries as servants, large company houses, chauffeurs, live-in baby-sit-
ters, and other perks used to entice people into an international assignment are likely to
disappear. One is now faced with cutting one's own lawn and spending several hours a
day on a commuter train.
Fourth, in those cases in which the U.S. businessperson has made a successful
adaptation to a third-world cultural environment, there can be additional problems of
adjustment. The returnee has seen, on a daily basis, the economic standards of people
living in the host country. Per capita income may be no more than several hundred dol-
lars a year; infant mortality may be fifteen times as high as it is in the United States;
disease and lack of medical facilities keep the average life expectancy to less than forty
years of age; government attention to human rights might be nonexistent; and the
prospects of changing these conditions in any meaningful way are highly unlikely. And
then, upon return, they encounter friends, colleagues, neighbors, and relatives com-
plaining bitterly that they are unable to find at the grocery store the correct color of toi-
let tissue for the downstairs bathroom. Such complaints stir up (1) considerable anger
at how unaware and unappreciative most Americans are of their own material well-
being and (2) guilt for having mouthed many of these same inane complaints at an ear-
lier time.
Fifth, and perhaps the most unsettling aspect of reentry shock, there is an almost
total dearth of psychological support for the returnee. When encountering the initial stage 2
culture shock during the foreign assignment, there were (it is hoped) some preparation,
an understanding (however inadequately developed) that there would be rough times,
and other expatriates (who were experiencing many of the same frustrations) who could
provide reassurance and support. But when returning home, U.S. businesspeople and
their families feel alone and unable to express their feelings with someone who has not
been through the same type of experience. Friends and relatives whom they have not
seen for months or even years will say, "Oh, I can't wait to hear about your stint in Sin-
gapore." But after listening half-heartedly for about five minutes, they will change the
subject to a new TV show they have just seen. In short, returnees have a great need to share
their overseas experiences (some of which may have been life altering) with others, but
frequently no one seems to be interested. Since they have had the unusual experience of
living and working abroad, many of their friends and acquaintances, whose lives may
have gone on uninterrupted or changed in other ways, have no way of relating to these
experiences.The result is a feeling of alienation from the returnees' own culture because
they feel that they are not being understood.
MINIMIZING CULTURE SHOCK
Just about everyone living and working abroad for extended periods of time can expect
to experience culture shock to some degree. Tourists and occasional (short-term) busi-
ness travelers are by and large shielded from some of the more debilitating effects of
culture shock because their experiences are limited to hotels and restaurants geared to
Americans. Yet those who must live and work in a foreign culture for a year or two are
faced with new ways of behaving, thinking, and communicating. Even U.S. business-
people who have lived and worked in a number of different countries claim that they
have experienced culture shock in each country. For some, each subsequent assignment
becomes a little easier, but for many, culture shock must be confronted for each new sit-
uation. Although there is no "quick fix" for culture shock, you can take a number of pur-
poseful steps to minimize its negative impact.
One very effective way of totally avoiding culture shock is to choose (or have your
employer choose) to stay at home rather than enter the international business arena. Some
people simply do not have the desire, inclination, or temperament for international busi-
ness. There may be others who are suited for some foreign cultures but not others. The
old Greek adage "Know thyself" could not be more appropriate than in the process of
self-selection for an international assignment. Before deciding to live abroad, it is im-
perative to have a realistic grasp of your motives and feelings. If people decide to move
into the international arena solely on the basis of the lure of more money or possible pro-
motion, they will probably do themselves (and their organizations) a favor by staying
home. The international businessperson who is most likely to do well abroad is the per-
son who (1) has a realistic understanding of the problems and promises of international
business, (2) possesses a number of important cross-cultural coping skills, and (3) sees
the world marketplace as providing vast opportunities for professional and personal
growth. Those who cannot meet these criteria may be so ill suited to working in an in-
ternational business setting that they would be virtually unable to overcome the more
deleterious effects of culture shock.
For those who do select the international business arena, the best single piece
of advice for minimizing culture shock is to be prepared. The more thorough the
preparation for an overseas assignment, the fewer surprises there will be, an4 conse-
quently, the smaller will be the accumulated negative effect. A major factor in ad-
justing to a foreign cultural environment is the degree of familiarity with the host cul-
ture, or as William Gudykunst and Y. Y. Kim (1984, 217) suggest, knowledge about
the host culture adds to the individual's capacity to adjust. It is important to recognize
that culture shock will never be totally avoided, but it can be minimized through care-
ful preparation. To prepare for an international business encounter, refer to the major
substantive chapters of this book (Chapters 2 through 6), which really suggest a four-
fold approach.
First, as suggested in Chapter 2, a general understanding of the concept of culture
can provide a l l l e r appreciation of other cultures, regardless of where one might be
conducting business. For example, that cultures are learned (as opposed to being ac-
quired genetically) should remind the international businessperson that although cul-
turally different people have learned different things, they are no less capable of learning
efficiently. The concept of an integrated culture-where many or most of the parts of
the culture are interconnected-should serve to convince us that all cultures, no matter
how incomprehensible they may appear at first, do in fact have a consistently logical
structure and should not be given such disparaging epithets as "primitive," "savage,"
"crazy," "stupir and so on. And we should realize that our culture is so thoroughly in-
ternalized that it can have very real effects on our physiological functioning. These and
other general concepts-which hold equally true for Indonesians, the French, Bolivians,
or Japanese-can be helpful in gaining a greater understanding of the foreign cultural
environment.
A second way of preparing for culture shock (see Chapters 3 and 4) is to become
familiar with local patterns of communication, both verbal and nonverbal. Since any type
of business depends on communication to such a significant degree, learning to com-
municate in a foreign business context is absolutely essential. It enhances rapport with
native colleagues who have bothered to learn English; it enables the international busi-
nessperson to understand the full context of the negotiations and transactions; it fre-
quently gives access to otherwise exclusive realms of local business; and it opens a
window onto the rest of the culture. But proficiency in communications can also play a
major role in adjusting to culture shock. Since living in a foreign culture involves doing
hundreds of things a day-from taking taxis, to making appointments, to having a watch
repaired-knowing how to communicate efficiently can both minimize the frustrations,
misunderstandings, and aggravations that always face the linguistic outsider and provide
a sense of safety, mastery, and self-assurance. In addition to the mastery of the local lan-
guage, a vital part of communicating in an international business situation involves being
able to send and receive nonverbal messages accurately. As mentioned in Chapter 4, any
communication event is incomplete without a consideration of the additional layers of
meaning conveyed by nonverbal behavior.
The third segment of the fourfold approach, as spelled out in Chapter 5, involves
a healthy dose of cultural self-awareness. Before it is possible to understand the internal
structure and logic of another culture, it is essential to first understand our own culture
and how it influences who we are and what we do. We are as much products of our cul-
ture as the Japanese, French, and Cubans are products of theirs. All people face a num-
ber of universal societal problems, from how to make decisions to how to help young peo-
ple make the transition to responsible adulthood, from how to gain a livelihood to how
to explain the unexplainable. How any particular culture solves these problems varies
widely. Middle-class Americans have worked out one set of cultural patterns, whereas the
Indonesians may have developed a radically different solution. In most cases, one solu-
tion is probably not more inherently rational than another. They simply represent differ-
ent answers to similar societal problems. Only after we understand why we do the things
we do can we appreciate the internal logic of why other, culturally different people do what
they do.
Finally, before entering the international business scene, it is important to become
familiar with as much specific cultural information as possible about the country or
countries with which one is conducting business (see Appendix B). There is no short-
cut to the acquisition of culture-specific data. It will take time, effort, and no small
amount of creativity, but the effort will be worth it. It is important not to be limiting when
learning about a new culture. The number of sources of culture-specific information
are nearly endless. There are, for example, many scholarly sources (books, journal ar-
ticles, and so on) from such disciplines as anthropology, religious studies, intercultural
communication, cross-cultural psychology, and comparative sociology. Besides the
scholarly literature (which is not always easily accessible or comprehensible), there are
many other sources of excellent information, including commercially published sources
for the business traveler, State Department publications, newspapers, and information
published and distributed by the various foreign embassies. In addition to publications,
people are also valid sources of information. In short, it is advisable to draw on as wide
a range of culture-specific sources as possible. The more cultural information at hand,
the fewer surprises there are likely to be; consequently, serious culture shock can more
likely be avoided.
This fourfold approach to understanding the cultural environment constitutes the
cornerstone of the cognitive approach. By conscientiously pursuing these four content
areas-general cultural concepts, local communication patterns, cultural self-awareness,
and culture-specific information-the international businessperson will have touched
on the major areas of cultural knowledge, thereby avoiding total alienation and some of
the more debilitating consequences of culture shock. But one's preparation for coping with
and eventually adjusting to radically different cultural environments involves more than
the mere acquisition of information. Also required are developing certain skills, acquir-
ing new attitudes, and modifying old ways of doing things. What follows are some ad-
ditional suggestions for enhancing the international business experience by reducing
clashes with the local culture.
1. Understand that learning about the host culture is aprocess that continues throughout your
stay in the host culture, and beyond. Far more learning will occur after your arrival in the
country than prior to leaving home. Make certain that you use a wide variety of informa-
tion sources to learn about the host culture. Include local people, newspapers, tourist infor-
mation, libraries, and your own observations. Find a friend or colIeague (either a local
resident or an experienced expatriate) to serve as a guide and mentor in helping you learn
as quickly as possible.
2. As soon after arrival as possible, become familiar with your immediate physical surround-
ings. Armed with a good map of the vicinity, leave your hotel and walk in a number of dif-
ferent directions, exploring the city or town on foot. Identify local buildings, what they are
used for, where they are in relation to one another, the pattern, if any, of how streets are
configured, and where people seem to congregate. A familiarity with the "lay of the land,"
while very tangible and concrete, will provide an excellent base for learning about other as-
pects of the culture.
3. Ethin thefirst several days of arrival, work on familiarizing yourselfwith some of the basic,
everyday survival skills that your hosts take for granted. These include such capacities as
using the local currency, using the public transportation system, buying stamps, using the
telephone system, and ordering from a menu. By mastering these seemingly simple tasks,
you will minimize frustrations and embarrassment quickly, as well as gain the self-confi-
dence to master some of the more subtle aspects of the host culture.
4. As dflcult as it may be, try to understand your hosts in terms of their culture rather than
your own. When you encounter a behavior or an attitude that appears strange or even of-
fensive, try to make sense of it in terms of their cultural assumptions rather than your
own. This is not to suggest that you should adopt their attitudes or behaviors, or even like
them, but you will better understand them when viewed from within their proper cultur-
al context:
5 . Particularly in the beginning, learn to live with the ambiguity of not having all the answers.
Trying to operate in a new culture is, by definition, a highly ambiguous situation. The per-
son who insists on having immediate and clear-cut answers for everything is likely to be frus-
trated. Just like the person who is expected to play a game without knowing all the rules, it
is important for the cultural neophyte to know that there will be many unanswered questions.
By being patient and learning to live with ambiguity, the new arrival is both preserving his
or her mental health and "buying time" to learn more answers, reduce the ambiguity, and
thus eventually adjust to the new culture.
6 . As a way of enhancing your relationships with your hosts, make a conscious effort to be
empathetic; that is, put yourselfin the otherperson b shoes. It is only natural for people
to be attracted to those individuals who can see things from their point of view. Empa-
thy can be practiced by becoming an active listener. First try to understand-then try to
be understood.
7. Understand thatflexibility and resourcefulness are key elements to adapting to a new cul-
ture. When living and working in a different culture, the best-laid plans often are not real-
ized. When plans do not work out as expected (as they have a tendency to do more than at
home), you need to make and execute new plans quickly and efficiently without becoming
overstressed. Resourceful people are familiar with what is available in the host culture, are
comfortable calling on others for help, and know how to take advantage of available op-
portunities.
8. Learn to postpone making a judgment or decision until you have all the required informa-
tion. Effective administrators in the United States are defined by their ability to decide
quickly and effectively and to bring successful closure to problem-solvingtasks. When op-
erating in another culture, however, the capacity of "wrapping things up" or "getting the
show on the road" can be a liability rather than an asset. Since people have an imperfect grasp
of the rules, norms, and procedures in the host culture, they need to postpone decisions and
conclusions until all facts are at hand.
9. At least at the beginning ofyour stay, don 't evaluate yourselfaccordingto your usual stan-
dards of accomplishment.Any recent arrival to a new culture is bound to be less efficient,
productive, or socially competent. The learning curve takes time, so don't be unrealistical-
ly hard on yourself.
10. Don 't lose your sense of humor. People in any situation, either at home or abroad, tend to
get themselves in trouble if they take themselves too seriously. When struggling to learn a
new culture, everyone makes mistakes that may be discouraging, embarrassing, or downright
laughable. In most situations, your hosts will be disarmingly forgiving of your social faux
pas. The ability to laugh at your own mistakes (or at least not lose sight of the humorous side)
may be the ultimate defense against despair.
11. Avoid US. ghettos abroad. Perhaps the best way to ensure an unsuccessful internation-
al experience is to limit your social life to an isolated and insulated U.S. enclave where
you can get a hamburger and ice in your soft drink but little else. Ghettos are formed when
some U.S. travelers attempt to re-create their former lifestyle, while complaining about
the lack of amenities, pace of life, and inconveniences of the host culture. Ghetto dwellers
might as well have stayed home, for they are not learning much about the host culture.
By remaining isolated in an American ghetto, expatriates send the local population the
message that they feel superior. At the same time, they reinforce their own negative
stereotypes.
12. Be adventurous.All too often, Americans abroad view their overseas assignments as a hard-
ship post that must be endured and will eventually pass, particularly if they become im-
mersed in the job. But living and working abroad should be much more than an experience
to be endured. Instead, it can and should be a positively life-altering experience. As long as
there is a willingness to experiment and learn about new things, an overseas experience can
provide an exciting new world. There are places to explore, people to meet, customs to learn,
food to eat, music and art to experience. All of these are available if the traveler is willing
to experiment and take risks.
13. earn how best to manage stress. Culture shock results from the anxiety brought about
by (a) the loss of familiar cultural cues and (b) trying to operate in an unfamiliar cultural
setting. How one responds to such anxiety varies considerably, as do the techniques for
coping with stress. Some manage stress through regular physical exercise, such as jog-
ging, playing tennis, or taking an aerobics class. Others use such techniques as biofeed-
back, yoga, or meditation. Still others rely on more spiritual techniques for reducing
stress, such as prayer and worship. Whatever technique you choose, it is important to
have an effective mechanism for reducing stress, which will in turn enhance the adjust-
ment process.
14. Take appropriate health precautions. There is nothing that can ruin an international as-
signment quicker than serious illness or death. While we cannot eliminate the possibility
of illnesses, a number of preventive measures will reduce their occurrence. For example,
prior to leaving home, be certain that all required and recommended immunizations are cur-
rent. If traveling to a malaria-infested area, be certain to take the required malarial sup-
pressant(~)prior to, during, and after your stay abroad. While away from home, follow the
same good health habits recommended generallyy-eat well-balanced meals, allow yourself
sufficient rest, exercise regularly, and avoid excesses of alcohol, tobacco, and drugs. More-
over, obtain accurate information about which local foods can be eaten safely and which
should be avoided.
15. Let go of home for now). Before leaving home, it is important to properly say goodbye to
friends, relatives, and your familiar way of life that you are temporarily leaving behind. Say-
ing goodbye provides the traveler with a symbolic way of moving from home, a necessary
step before you can step into a new culture. This is not to say that you need to cut yourself
off from home. In fact, it is advisable to work out ways ahead of time to maintain contact
with people at home through letters, telephone calls, or e-mail. Also, before leaving, trav-
elers need to understand that they (and those remaining at home) will have changed in sig-
nificant ways upon return to the United States.
16. Keep in mind that when studying other cultures there are no absolutes. In a sense, every cul-
ture is unique, as is every situation and person within a culture. Moreover, each sojourner
brings her or his own unique perceptions based on past experiences. In other words, there
is no way of predicting with absolute certainty how people will behave in any given situa-
tion. The generalizations that we read in books written by social scientists should not be
viewed as ironclad rules but rather as general statements that are valid for most people, most
of the time. The advice we get in training sessions and in our reading should not be viewed
as a step-by-step set of prescriptions to be used like a cookbook.
17. Keep i'hefaith. After preparing yourself for an international assignment as thoroughly as
possible, you need to have conficlence in yourself as well as in your hosts. All new arrivals
are bound to experience frustrations and make mistakes. Yet, eventually your goodwill and
basic humanity will come across to the local people-provided, of course, you make an
honest effort to participate in the local culture. At the same time, having faith in the inher-
ent goodwill of the local population is important. By and large, people the world over are
tolerant of our indiscretions when they result from an honest attempt to learn about the local
culture. If you genuinely communicate that you are the student (interested in learning about
their culture) and they are the teachers, very few people in the world would refuse to share
their expertise. They are the experts, while the visiting Americans are the uneducated, at
least in terms of local cultural knowledge. If the sojourner is able to acknowledge openly
his or her own subordinate position when dealing with local people, many doors of learn-
ing and friendship will be open.
To be certain, no bottled remedies for culture shock are to be found at the pharmacy.
But, by simply knowing that culture shock exists, that i t happens to everyone to some ex-
tent, and that i t is not permanent is likely to reduce the severity o f the symptoms and
speed the recovery. Don't think you are pathological or inadequate if you experience
some culture shock. The anxiety resulting from trying to operate in a different environ-
ment i s normal. Give yourself permission to feel frustration, homesickness, or irritabil-
ity. Eventually, you w i l l work through these symptoms and emerge with a much richer
appreciation o f the host culture. But i t is also important to remain realistic. There w i l l be
some people, for whatever reason, who will not become close friends. There may be oth-
ers who, for purely personalreasons, you will not like and vice versa. And there are some
things that may never be understood. But once you understand that these problems, while
real and frustrating, are perfectly normal reactions for any sojourner, then you can begin
to search for solutions.
7-1 Tom Putnam, the president of a Boston publishing company, had been working for
several months with a French architectural firm that was designing the company's new
printing facility in Fontainbleau, France. However, Tom was becoming increasingly frus-
trated with the many delays caused by the French architects. When the preliminary plans
for the building-which the architects had promised by a certain date-had not arrived,
Tom called them to inquire when he would be receiving the plans. The architects, some-
what indignant that he had called, felt that Tom doubted their integrity to deliver the plans.
Tom was equally annoyed because they had missed the deadline, and what was worse,
they didn't seem to be the least bit apologetic about it. By the end of the phone call, Tom
was convinced that his company's relationship with the French architectural firm had suf-
fered a major setback.
How might you explain the conflict in this case?
7-2 Howard Duvall, an up-and-coming accountant with a New York-based firm, was on
contract in Mombasa, Kenya, for three months, setting up an accounting system for a
local corporation. Since he had never been out of the United States before, he was inter-
ested in learning as much as possible about the people and their culture. He was fasci-
nated by the contrasts he saw between the traditional and the modern, relations between
Africans and Europeans, and the influence of the Arabic language and the Muslim religion.
Every spare moment, he had the company's driver take him to see the interesting sights
both in town and in the rural villages. To document the sights for friends back home, he
brought his 35-mm camera wherever he went. Although Howard was able to get a num-
ber of good pictures of game animals and buildings, he became increasingly frustrated be-
cause people turned their backs on him when he tried to take their pictures. Several people
actually became quite angry.
What advice could you give Howard?
7-3 Jim Ellis, vice president of a North Carolina knitwear manufacturer, was sent by his
company to observe firsthand how operations were proceeding in their Korean plant and
to help institute some new managerial procedures. Before any changes could be made,
however, Jim wanted to learn as much as possible about the problems that existed at the
plant. During his first week he was met with bows, polite smiles, and the continual denial
of any significant problems. But Jim was enough of a realist to know that he had never
heard of any manufacturing operation that didn't have some problems. So after some cre-
ative research, he uncovered a number of problems that the local manager and staff were
not acknowledging.None of the problems were particularly unusual or difficult to solve, but
Jim was frustrated that no one would admit that any problems existed. "If you don't ac-
knowledge the problems," he complained to one of the managers, "how do you expect to
be able to solve them?" And then to further exasperate him, just today when a problem
was finally brought to his attention, it was not mentioned until the end of the workday
when there was no time left to solve it.
How could you help Jim better understand the dynamics of this situation?
7-4 Bill Higgins had served as the manager of a large U.S. timber company located in
a rather remote rain forest in a South American country. Since it began its logging oper-
ations in the 1950s, a major problem facing the company has been the recruitment of
labor. The only nearby source of labor is the sparsely populated local Indian groups in
the area. Bill's company has been in direct competition for laborers with a German com-
pany operating in the same region. In an attempt to attract the required number of la-
borers, Bill's company has invested heavily in new housing and offered considerably
higher wages than the German company, as well as a guaranteed forty-hour work week.
Yet the majority of the available workers continued to work for the German company, de-
spite its substandard housing and a minimum hourly wage. Bill finally brought in sever-
al U.S. anthropologists who had worked among the local Indians. The answer to Bill's
labor recruitment problem was quite simple, but it required looking at the values of the
Indian labor force rather than simply building facilities that would appeal to the typical U.S.
laborer.
What did the anthropologists tell Bill?
7-5 Directly after completing a master's degree in international business, Dick Sutton de-
cided to accept a job with a firm in 'Tokyo. He had studied Japanese for a year and was
most interested in immersing himself in Japanese culture. Within the first month of his ar-
rival, he was invited to an office party. As was the custom, most of the employees were
expected to entertain the group with a song, poem, or joke. Knowing the keen interest the
Japanese have in baseball, Dick recited the poem "Casey at the Bat," which seemed to
be well received. Dick was having a good time at the party and was secretly congratulat-
ing himself on his decision to come to Japan. In fact, he couldn't help thinking how infor-
mal and playful all his colleagues were, including the upper-level executives, a far cry
from all the descriptions he had read of the Japanese as austere and humorless busi-
nesspeople. Later in the evening, Dick found himself talking with two of his immediate su-
periors. Wanting to draw on the informality and good humor of the moment, Dick casual-
ly brought up some plans he had for a new marketing strategy, only to be met with near
total indifference. For the remainder of the evening, Dick felt as though he was not being
included in the party.
What advice could you give Dick?
Developing Global Managers
Within the past decade, there has been a rapidly growing literature on global leadership,
international management, expatriate excellence, global assignments, and the globaliza-
tion of the human resources function. Yet, despite this literature, little consensus occurs
among the practitioners"in the trenches," concerning what is meant by the overused term
global. Senior executives at major U.S. corporations are struggling to define what "going
global" means for their specific operations. According to preliminary findings of Meena
Wilson and Maxine Dalton of the Center for Creative Leadership, "Other than a handful
of organizations, the truly global company is hardly to be found; other than a handful of
CEOs and maybe several hundred senior executives, the truly global manager is more pro-
jected image than real human being" (1996, 1).
Most chief executive officers (CEOs) consider foreign markets to be a key factor
in their company's future success (Gates 1994, 6). Moreover, an increasing number of
these same CEOs believe that developing global managers must be an integral part of their
long-term strategic planning. This involves taking very purposeful steps to develop fu-
ture executives with appropriate global perspectives and the experience to implement
competitive strategies. Developing global leaders for the twenty-first century involves hav-
ing a long-term strategy-a well-integrated system for dealing with selection, training,
overseas support, appropriate appraisal, suitable compensation packages, and a deliber-
ate process of repatriation.
The gap, however, between what "is" and what "ought to be" remains wide indeed.
Strong evidence suggests that over the past several decades there has been a reduction in
the use of American expatriates abroad (Kobrin 1992,264). Instead, U.S. multinationals
are finding competent host-country nationals to manage their overseas operations. By con-
trast, Asian multinational corporations use their own expatriates more extensively than
do their U.S. counterparts. To illustrate, according to a recent Price Waterhouse Coopers
report (Figg 2000, 13), 70 percent of the U.S./European companies surveyed outsource
158 Developing Global Managers
all or part of their international management function. The report also found that an in-
creasingly number of managers are circumventing long-term overseas assignments by re-
lying on more frequent business trips and such technology as e-mail and teleconferencing.
To be certain, there are a number of good reasons for reducing the use of U.S. ex-
patriates. For example, it tends be more cost effective to use host-country nationals as com-
pared to transferring American employees and their families; the use of local people is
well received by host-country governments; an increasing number of local people are
well qualified to manage large operations, particularly since they are well versed in the
local language and culture. Yet some have suggested a somewhat less flattering inter-
pretation for the reduction of U.S. expatriates over the years. For example, Stephen
Kobrin (1992) argues that, despite some compelling reasons for using host-country na-
tionals, U.S. firms have cut back too drastically on using expatriates because they have
had problems with their overseas assignments. Failure rates among expatriates from the
United States are considerably higher than for Europeans and Japanese expatriates. To il-
lustrate, Rosalie Tung (1988, 16) reports that 76 percent of the U.S. companies in her
sample (as compared with 3 percent of Western European and 14 percent of Japanese com-
panies) revealed expatriate failure rates of over 10 percent.
There are at least two major disadvantages to cutting back too precipitously on the
use of one's own managers abroad. First, by relying too heavily on host-country nation-
als, the parent company may become isolated from its overseas subsidiaries. If the re-
duction of expatriates proceeds far enough, the result could be a multinational corporation
that is little more than a loose federation of semiautonomous units located throughout the
world.
A second and equally important disadvantage of reducing the number of expatri-
ates too severely is that parent-company nationals have little opportunity to develop valu-
able managerial skills that can best be gained through international experiences. Moreover,
it tends to reinforce provincialism and discourages the development of a cadre of glob-
al managers-those who have the agility to operate in a rapidly changing marketplace and
those with experience at working with different legal systems, political structures, lan-
guages, tax systems, customs, and ethical systems.
The majority of expatriates sent abroad by U.S.-based firms are essentially tacti-
cal assignments to meet a specific and immediate need. It is, in other words, a quick fix
to get a specific job accomplished with little or no attention to such strategic issues as
providing valuable experience for future leaders, coordinating relationships between the
home office and subsidiaries abroad, and increasing the flow of international informa-
tion. Moreover, the entire expatriate process itself has not in the past been handled in a
systematic fashion. To illustrate: Most expatriates received little or no cross-cultural train-
ing prior to assuming their overseas assignments, and much of what training was re-
ceived was generally superficial and of limited duration; the majority of expatriates, and
the overwhelming majority of their families, received no repatriation preparation to help
them adjust to living and working back in the United States; many returning expatriates
have no specific job to which to return, and for many who do, they frequently involve less
authority, status, and compensation than the overseas jobs; relatively few returning ex-
patriates have a chance to utilize their newly acquired international/cross-cultural skills;
Developing Global Managers 159
and a surprisingly large number of returning expatriates become so disenchanted with their
reception home that they wind up taking jobs elsewhere.
What seems painfully clear is that many U.S. companies fail to manage expatriate
assignments in a systematic or comprehensive way. Most companies do not pay sufficient
attention to all the different phases of the expatriation process, such as selection, train-
ing, in-country support, and repatriation. Frequently, assignments are seen as necessary
evils that must be made in order to put out temporary "brush fires." Given such an ad hoc
approach, international assignments are not viewed by and large as valuable from a strate-
gic, long-term organizational perspective. Consequently, for too many U.S. companies,
global assignments are not seen as very effective mechanisms for developing global lead-
ers over the long run.
This is not to suggest, however, that there are no U.S. companies that deal with ex-
patriate assignments systematically. There is a small yet growing number of firms that
are approaching the topic in an integrated, comprehensive fashion. It is these exemplary
firms that serve as a standard for best practices. Organizations that are dealing with over-
seas transfers in the most efficacious way start from a strong and unequivocal global
focus that is built into the very fiber of the corporate culture. Employees with interna-
tional experience are seen as valuable assets. Employees willing to accept international
assignments are encouraged, supported, and rewarded appropriately.Top management, in
other words, sends a clear message that international/cross-culturalexperience is valued
and has a positive impact on one's career trajectory. Moreover, these exemplary firms un-
derstand that international assignments provide a fertile training ground for developing
the type of leader needed for managing global companies in the twenty-first century.
To make the most of global assignments, companies must follow the lead of the
handful of companies that are doing it the right way. They must take a more holistic
(long-term) approach to management development by paying close attention to all the var-
ious phases of making international (global) transfers, including selection, cross-cultur-
a1 preparation, repatriation, and the utilization of the skills and competencies gained
while abroad to the benefit of both the individual and the organization. In the remainder
of this chapter, we explore each of these aspects of expatriate assignments.
SELECTION
Although all companies that send employees abroad go through some sort of selection
procedure, some are more effective than others. All too often, personnel are chosen
for expatriate assignments too hastily, according to an insufficient set of criteria, and
with little attention to long-term strategic considerations. A number of studies have
identified those selection criteria that predict both cultural adjustment and job effec-
tiveness (see, for example, Teagarden and Gordon 1995; Black, Gregersen, and Menden-
hall 1992; Mendenhall, Dunbar, and Oddou 1987). These range from technical job skills
to spousal adaptability to a wide range of personal and interpersonal skills. Despite the
fact that all these studies suggest strongly that a wide range of criteria need to be ap-
plied to the selection process, most U.S. multinational firms continue to make their
selections on the basis of technical competence primarily, if not exclusively; that is, an
engineer expected to be an expatriate in Indonesia will be selected largely on skills
and past performance as an engineer at home. A study of fifty major U.S. global firms
showed that, in nine of every ten cases, expatriates were selected primarily on the basis
of their demonstrated technical expertise for a specific job (Solomon 1994, 51-54).
The assumption is that if one can perform effectively in the United States, he or she can
do so equally well abroad.
Although technical expertise certainly is an important selection criterion, it should
not be the only one. The professional literature is clear that expatriates fail not because
of technical incompetence but because they (or their accompanying family members)
have not adjusted to the foreign culture. In other words, their professional effectiveness
is diminished by the fact that they are suffering from culture shock or are otherwise un-
able to get along with their local business associates. Thus, technical competency is a nec-
essary but not sufficient selection criterion. Expatriate selection must be made on a
number of criteria that go beyond technical competency and serve as effective predictors
of cultural adjustment and consequently expatriate success. These selection criteria can
be grouped into four major categories: communication skills, personality traits, motiva-
tion, and family circumstances.
Communication Skills
Since communication is so vitally important for conducting business at home, it

should come as no surprise that it is equally important for successful business abroad. The
single best way to become an effective communicator as an expatriate is to learn the local
language. This seems like a sophomorically naive statement, but it remains a fact that most
U.S. expatriates never develop their second-language proficiency. Although it is unreal-
istic to expect expatriate candidates to be proficient in the local language prior to being
selected, one important selection criterion should be their willingness to take language
training before leaving home and during their overseas assignments. Besides knowing how
to speak another language, expatriate candidates should demonstrate a willingness to use
it. For a variety of reasons, some people lack the motivation, confidence, or willingness
to throw themselves into conversational situations. Even though they may have some
technical competence in the language, they prefer to communicate through interpreters
or intermediaries and rarely seek out opportunities to communicate directly with their for-
eign business associates. Thus, communication skills must be assessed in terms of lan-
guage competency, motivation to learn another language, and willingness to use it in
professional and personal situations.
Personality Traits
Research in the area of intercultural communications has identified a number of per-

sonality characteristics associated with successful overseas experiences. Some of these
traits-in no particular order of significanc+include tolerating ambiguity; bouncing
back from disappointment; being nonjudgmental, intellectually flexible, nonethnocentric,
perceptually aware, and culturally empathetic; and willing to experience new things. Un-
fortunately, many human resources personnel responsible for expatriate placements shy
away from such selection criteria because they are not sure how to measure such per-
sonality traits. In recent years, however, a number of effective standardized inventories
have been designed to provide information on an individual's potential for cross-cultur-
a1 effectiveness. To illustrate, the Cross Cultural Adaptability Inventory (CCAI), origi-
nally developed by Colleen Kelley and Judith Meyers (1995) in 1987, examines four basic
dimensions that contribute to intercultural effectiveness: emotional resilience, flexibili-
tylopenness, perceptual acuity, and personal autonomy. The CCAI is not intended to pre-
dict with absolute certainty the success or failure in overseas assignments. Instead, after
exploring their strengths and weaknesses along these four dimensions, potential expa-
triates (and their employers) can assess their readiness for an overseas assignment. Since
the inventory can identify those skills needing further development, it is useful for mak-
ing choices about expatriate training.
Motivation
Yet another critical variable for expatriate success is the level of motivation to take
the assignment in the first place. Some employees view overseas transfers as necessary
evils that must be endured. These "hardship posts" are seen as potentially dangerous to
one's career path an4 at the very least, entail a disruption of normal life for themselves
and their families. Others, by way of contrast, see expatriate assignments as opportuni-
ties for professional advancement, learning, and personal growth. They have a general in-
terest in working and living abroad, a specific interest in the host culture, and generally
believe that overseas assignments are career enhancing rather than career threatening.
Evidence suggests that those with greater motivation for and more positive attitudes
about overseas assignments are more successful than those without them (Feldrnan1991).
It is important to point out, however, that one's motivation for an expatriate assignment
can be greatly influenced by the message that the potential expatriate receives from his
or her organization; that is, a candidate's lack of motivation could be the result of a very
realistic assessment of the value that the firm places on the assignment. Nevertheless, the
motivational state of the expatriate candidate is an important dimension, which should
not be overlooked, of the selection process.
Family Circumstances
A growing number of studies over the past decade have emphasized the impor-
tance of the accompanying spouse for expatriate success. In many respects, the unem-
ployed spouse faces a greater number of challenges of adjusting to the new culture than
does the expatriate employee. While the employee has the security and familiarity of the
organizational structure, the accompanying spouse is faced with dealing with the butch-
er, getting the TV repaired, and enrolling the children in school-all without any insti-
tutional support. In addition, whereas the expatriate employee may see the international
transfer as a positive career move, the accompanying spouse may see the move as little
Organizations need t o make certain that all members of the family

make a smooth adjustment t o the new international assignment.
more than the disruption of his or her own career. In addition to spouses, the special cir-
cumstances that can influence the cross-cultural adjustment of teenage children must
also be considered. It is not hard to imagine how an unhappy or maladapted spouse or
child can negatively affect the morale and performance of the expatriate employee. One
study has in fact cited poor spousal adjustment as the most common explanation of ex-
Being an effective global manager in the twenty-first century requires more than
technical competence alone. It also requires a full understanding of the interna-
tional business environment, the use of culturally diverse teams, and a heavy dose
of cultural and linguistic sensitivity. Professor Jose De La Torre of UCLA's Gradu-
ate School of Management offers a worst-case and a best-case scenario:
In 1969, Coca-Cola proudly assigned one of its toughest and most successful U.S. man-
agers to France to deal with its newly acquired distribution system. He spoke no French,
had never visited France and took pride in the fact that he would "Americanize"the French
market. Eighteen months later, he was reassigned home. It was not that his ideas were
wrong or badly implemented, but that his lack of cultural awareness got in the way of his
effectiveness.
Contrast that story with Squibb's decision to hire the head of the Chinese language de-
partment at Cornell University to head its new subsidiary in Shanghai. Although ignorant
of the technical aspects of the business, he was supported by an excellent U.S. staff, and
his language and cultural skills allowed him to surround himself with the best local man-
agers, whether they spoke English or not. (1994)
patriate failure (Tung 1981). The implication of such studies is that, in addition to the ex-
patriate employee, spouses and children should be assessed as well on those criteria found
to be critical for overseas success.
Based on a thorough review of the literature, a number of general recommenda-
tions emerge as "best practices" for selecting employees for overseas assignments. First,
use as wide a variety of criteria as possible, including technical competence, as well as
some of the "softer" predictors of success, such as communication skills, personality
traits, motivation, and family situation. Once technical competence has been determined,
these other dimensions are the best predictors of success in overseas assignments, par-
ticularly for those employees who will be expected to interact frequently with host na-
tionals. Second, companies should avoid a "quick and dirty" selection process in an
attempt to cut corners and save money. Given the considerable costs of making an in-
ternational posting, companies need to protect their long-term investment by maximiz-
ing their chances for selecting successful expatriates.Third, realizing that all candidates
will not score high on all selection criteria, firms should be prepared to enhance those
weaker areas in either the predeparture preparation phase or during the in-country post-
ing phase. Finally, intensive interview data from candidates and their families are sig-
nificantly more valid than data collected from supervisors' evaluations (Teagarden and
Gordon 1995,29).
CROSS-CULTURAL TRAINING
Once the expatriate has been selected, the next step is to equip that individual with as
much preparation as possible so as to maximize his or her chances for successfully
meeting professional objectives. To be certain, a vital part of that preparation involves
information about the nature of the job description, how it fits into the overall organi-
zational structure, and the relationship between this particular job and the wider ob-
jectives of the company. But since business is always conducted within a cultural context,
and since the expatriate will be expected to operate within a different cultural context,
an essential part of the preparation must involve an understanding of the new cultural
realities.
For decades, cross-cultural training (CCT) has been advocated as essential for ad-
justing to new cultural environments, irrespective of whether we are diplomats, mis-
sionaries, Peace Corps volunteers, health professionals,or businesspeople.By facilitating
adjustments to the host culture, CCT increases job performance, reduces the number of
incorrect attributions of behavior, increases an understanding of one's own culture, re-
duces stereotypic thinking, helps in intercultural team building, decreases the social
ambiguity that can lead to culture shock, develops cross-cultural competencies, and
generally leads to more hlly accomplishing one's professional objectives. Despite what
appears to be a compelling case in favor of CCT, the majority of firms still do not pro-
vide it for those about to assume an international assignment. It has been estimated that
only about one-third of U.S. expatriates receive predeparture CCT, as compared with ap-
proximately 69 percent for European firms and 57 percent for Japanese firms (Brew-
ster 1995,57). Of those firms that do offer predeparture CCT, much of it is short term
and not particularly rigorous.
Although many U.S.-based corporations have doubted the value of cross-cultural
preparation, expatriates themselves tend to be considerably more positive, and the sci-
entific literature tends to support these expatriates in their more positive assessment. Ex-
amining a number of studies on the effectiveness of CCT, Stewart Black and Mark
Mendenhall (1990, 117-19) found the following results:
Nine of ten studies showed a positive relationship between CCT and self-confidence (in
terms of one's ability to function abroad).
Nineteen of nineteen studies showed that CCT positively affected relational skills in a cross-
cultural context.
Sixteen of sixteen studies concluded that CCT helps in developing more accurate cross-cul-
tural perceptions.
Nine out of nine studies found a positive relationship between CCT and adjustment to new
cultures.
Eleven of fifteen studies found a positive correlation between CCT and job performance.
When attempting to answer the question, "What is the syllabus for cross-cultural
training?' we should not expect a simple or singular answer. No generic or packaged
program would be appropriate for all situations. Rather, each company must carefully de-
sign its own CCT programs to meet its specific needs and the particular needs of its
trainees. To determine the content, length, intensity, and rigor of a particular CCT pro-
gram, certain critical issues need to be considered, including previous international ex-
perience, previous host-country experience, nature of the job, language capability, and
the extent of the cultural differences.
Whatever form CCT might take, preparing people to function effectively in a dif-
ferent cultural environment requires a multifaceted approach. Taking our lead from the
relatively wide CCT literature and following the basic structure of Chapters 2 through 5,
pedagogically sound programs should include the following major components, to one
degree or another:
1. Culture-general component: A general understanding of the concept of culture provides a

fuller appreciation of other cultures, regardless of where one might be conducting business.
To illustrate, the notion that cultures are learned (as compared with being genetically trans-
mitted) should remind the trainee that, although culturally different people have learned dif-
ferent things, they are no less capable of learning efficiently. The concept that all cultures
are integrated-where many or most of the parts are interconnected-should serve to con-
vince the trainee that all cultures, no matter how incomprehensible they might appear at
first, do in fact have a consistently logical structure and should not be given such disparag-
ing epithets as "primitive," "savage," "crazy," or "stupid." Moreover, we should realize that
our culture is so thoroughly internalized that it can have very real effects on our psychological
functioning. These and other general concepts-which hold true for Koreans, Germans, Bo-
livians, and Iowan farmers--can be helpful in gaining a greater understanding of a foreign
cultural environment.
2. Masteringpatterns of communication:Another component of understanding another culture

is familiarization with its patterns of communication, both verbal and nonverbal. Effective
communication between people from the same cultural and linguistic group is oRen diffi-
cult enough. But when one tries to communicate with people who speak little or no En-
glish-and have different ideas, attitudes, assumptions, perceptions, and ways of doing
things-the opportunities for miscommunicatingincrease enormously. Becoming fluent in
another language would be the ideal way to get inside of another culture, but few corpora-
tions are willing to take the time and expense of total immersion language training. In the
absence of a language-proficiencyprogram, however, there is much that one can learn about
a language that will provide insights into the culture. For example, how does a language in-
fluence people's perception? How does language affect culture and vice versa? Is one learn-
ing about a high-context or a low-context culture? How direct or indirect is the language?
What can you learn about the social hierarchy in another culture by studying its language?
Moreover, a significant part of learning about communication patterns involves the study
of nonverbal communication,including such modes as facial expressions, eye contact, hand
gestures, touching, posture, and proxemics.
3 . Cultural self-awareness: To maximize our chances for success in the international busi-
ness arena, it is imperative that we examine cultural values-theirs as well as ours. It is
necessary to recognize the cultural influences on our own thinking and how they conform
to or contrast with those of culturally different peoples. For example, before we can con-
clude that a vegetable vendor in Nairobi, Kenya, is offensively smelly, we must first re-
alize how much emphasis U.S. culture places on eliminating odors of all kinds; before
we think that a Mexican is too lazy to ever be on time, we must first understand the in-
credible importance we place on the precise reckoning of time. In other words, a height-
ened awareness of their own culture will enable trainees to better diagnose problems of
intercultural communication.
4. Culture-specific component: Before entering an international business environment, it is
important to become familiar with as much culture-specific information as possible. There
is a wide range of published sources on different cultures of the world; these include schol-
arly sources (books, journal articles) from such disciplines as cultural anthropology, com-
parative sociology, and cross-cultural psychology and other sources such as State Department
publications, commercially published sources for business travelers, newspapers, and in-
formation put out by foreign embassies. It is advisable to draw on as many solid sources of
data as possible because the better we can equip a soon-to-be sojourner with culture-specific
facts, the fewer surprises there will be and the quicker he or she will adjust to the new en-
vironment.
5. Developing cross-cultumlskills: The preceding four components of a CCT program are all
cognitive in nature. Yet adjusting to a new cultural environment involves more than the ac-
quisition of information. Also required is the development of certain skills, acquiring new
attitudes, and modifying old ways of doing things. In other words, a number of competen-
cies are associated with effectiveness in cross-cultural business settings. These include de-
veloping the capacity to tolerate ambiguity, display empathy, show resourcefulness, be
nonjudgmental, maintain a sense of humor, be patient but persistent, improve one's per-
ceptual acuity, and become more emotionally resilient. Also, in terms of useful skills, trainees
should learn how to collect useful cultural data while they are living and working within the
host culture.
In addition to having a number of content components, CCT can be conducted

using different methodological approaches. These approaches differ in terms of levels of
active participation (that is, experiential learning), which in turn affects the level of train-
Sometimes insensitivity to the local political situation can be costly. According to

Neal Goodman (1994,43),a Western electronics firm had 40,000 twenty-five-page
full-color brochures produced for a trade show in the Peoples' Republic of China
(PRC). A s part of the very attractive brochure, the company had included a list of
its international manufacturing facilities, including one in the Republic of China, lo-
cated on the Island of Taiwan. The government of the PRC, however, does not of-
ficially recognize the existence of the Republic of China but considers it a renegade
province of its own government. Had the brochure listed the company's manufac-
turing site a s being located in Taiwan, not the Republic of China, there would have
been no potential source of embarrassment for the PRC. Shortly before the open-
ing of the trade show, the inappropriate listing was noticed by an alert executive.
To avoid embarrassing the host government (the PRC), the company discarded
the brochures that had cost more than $500,000 to produce.
ing rigor. As one moves from less to more experiential methods, the training becomes
more rigorous and consequently more effective. At the least rigorous end of the contin-
uum is the approach that emphasizes the simple imparting of factual information, using
such passive techniques as assigned readings, lectures, and videos. At a more interme-
diate level would be the analysis of minicase studies or scenarios (attribution training),
which involves trying to determine why people in other cultures think and act the way they
do. This approach is predicated on the fact that cross-cultural misunderstandings fre-
quently occur because of the natural tendency to explain (attribute meaning) the behav-
ior of others based on our own values and cultural assumptions. At the highest level of
interactivity are such experiential training strategies as role playing, simulations, field
Pre-departure cross-cultural training is just the beginning of the

learning proceess for the future expatriate.
tips, and interactive multimedia CD-ROMs, which actively involve the individual trainees
to as great an extent as possible.
Even though CCT needs to be custom designed to meet the unique needs of indi-
viduals and organizations, some general principles are basic to most good expatriate ori-
entation programs:
1. Learning to relate effectively to people from different cultural backgrounds requires specific
knowledge about both the cognitive (thinking) and affective (feeling) domains. Thus, train-
ing programs should deal with facts and concepts on the one hand and feelings and per-
ceptions on the other.
2. Since people learn most effectively when they are actively involved in their own learning,
training programs should be designed for active participation on the part of the trainees.
3. It is important for trainees to see how their learning relates to their jobs. Therefore, training
programs should be practical by emphasizing the relevance of learning to specific work sit-
uations.
4. Since cultural awareness training is a lifelong process, trainees should be given (a) packages
of the latest and most relevant cultural information to take with them after the training ses-
sion and (b) data-gathering skills that can be used in any cross-cultural situation in the future.
5. CCT can never expose trainees to every detail of every culture of the world. Therefore, train-
ing sessions should offer a balance between specific cultural information and more gener-
altheories, concepts, and methods that can beapplied to a variety of cross-cultural settings.
6. Since learning about other cultures must be preceded by an understandingof one's own cul-
ture, one important component of any training program is cultural self-awareness.
7. CCT involves changes in behavior and attitudes that can occur only when people feel com-
fortable taking risks. Thus, training sessions need to be conducted in a positive and sup-
portive environment, allowing trainees to take risks and experiment with new behaviors.
8. When employees are given overseas assignments,often the unemployed spouse experiences
the greatest problems of cultural adjustment. Thus, unemployed spouses and children need
to be included in the predeparture training.
9. Although predeparture training is an important part of a successfbl overseas assignment, the
most effective learning takes place after several weeks of being in the overseas assignment.
At no other time are sojourners more receptive or better motivated to learn because they must
deal with real cross-cultural encounters rather than the more theoretical or simulated situa-
tions presented in the predeparture phase of the training. Thus, it is imperative that in-coun-
try CCT be provided.
10. In general, orientation and support activities are most effective when they are provided by so-
journers' co-workers as well as by outside specialists.Thus, to reduce feelings of social iso-
lation so common in overseas assignments, experienced colleagues in both the home and
host offices should be involved in orientation and support activities.
11. The learning activities of any cross-cultural orientatibn program need to be compatible with
the learning stvles of the trainees. Learning activities that conflict with the trainees' educa-
tional style; aie likely to be ineffective in ymparting the skills and knowledge needed for a
successful overseas working and living assignment.
REPATRIATION
While many expatriates anticipate dealing with a host of adjustment problems when en-
tering a new culture, few are prepared for the adjustments they face when coming home.
Most returning expatriates-particularly those who have successfully acclimated to their
overseas assignments--expect to be given a ticker-tape parade upon returning home.

They have, in many cases, made enormous sacrifices by uprooting themselves and their
families, managed to adjust to many new situations, and generally succeeded in meeting
their personal and professional objectives. They view themselves, quite correctly, as hav-
ing accomplished some major achievements. Yet if they expect to be seen as "conquer-
ing heros" by their employers, colleagues, friends, and loved ones, they are in for a rude
awakening.
Returning home is oftentimes as challenging as the original adjustments of the for-
eign assignment. Ideally, preparation for repatriation should be taken as seriously as
predeparture preparation. Coming home should be treated as yet another foreign as-
signment. Since successful expatriates have experienced some life-altering changes
while abroad, they are different people than they were when they left home. Moreover,
home is not the same. During one's time away, many changes have occurred at the home
office, in the neighborhood, at the children's school, in the economy, and even in the phys-
ical surroundings. Expatriates who left the United States during the first months of the
Clinton administration in 1993 would come home to a very different political climate
three years later after the Republicans took control of both houses of Congress. Leav-
ing the country at a time of rapid stock market growth and returning during a Dow Jones
downturn can be jolting. Even the amount of commercial development (and the result-
ing traffic congestion) in one's old neighborhood can seem startling upon returning after
a four-year assignment abroad. Whereas the expatriate may have been a "big fish in a
little pond," he or she may be just the opposite back at the home office. One's status, au-
thority, and even physical amenities may be somewhat diminished after returning home
from an overseas assignment. There are bound to be a number of changes at the home
office in terms of personnel, strategy, leadership, technology, and even corporate cul-
ture. Little wonder that returning expatriates may feel that they are coming back to a for-
eign environment.
Unfortunately, the track record of U.S. firms in dealing with repatriation leaves a
good deal to be desired. General inattention to the reentry process has negative conse-
quences for both the returnee and the organization. Based on research they conducted on
a number of U.S. expatriate executives, Stewart Black, H. B. Gregersen, and Mark
Mendenhall (1992) provide some insight into the dimension of the problem. For exam-
ple, they found the following:
1. Sixty-four percent of all repatriating employees and over 90 percent of their spouses received
no repatriation preparation.
2. Most were given very little lead time before ending their overseas assignments. Only 4.3 per-
cent were given more than six months notice; most received under three months, which
meant very little time to prepare for repatriation.
3. Between 60 percent and 70 percent of repatriates did not have a specific job to return to by
the time they returned home.
4. Forty-six percent of returning Americans wound up with jobs with less authority and au-
tonomy than they had in the overseas assignments.
5. Only 11 percent of returnees received a promotion, while 77 percent were demoted to lower-
level positions.
6. Only 39 percent of the returnees had an opportunity to use their internationally acquired skills
in their next position. (Message: Most employers do not recognize or appreciate the skills
that are developed overseas or how they can be applied to helping the company in the fu-
ture.)
7. Twenty percent of all U.S. expatriates left the company within the first year of returning to
the states.
If these data are even remotely accurate, the message that U.S.-based multina-
tional corporations send is both clear and unfortunate: Overseas assignments are detri-
mental to one's long-term career development. Since most expatriates make considerable
sacrifices for the company by disrupting their personal and professional lives (and those
of their families), they expect to be rewarded upon their return. Not only are most not
rewarded, but many are actually penalized! In the end, it is the company that suffers as
well. After making an enormous investment in the international transfer, the company
sees many of its returning expatriates, feeling unappreciated and undervalued, take their
valuable assets somewhere else-perhaps to a competitor! What an inexcusable waste
of talent.
What needs to be done to ensure that the returning expatriate (a corporate asset far
more valuable upon return than before the international assignment) is integrated smooth-
ly back into the corporate mainstream and retained over the long haul? The answer to this
question goes beyond merely looking at the issue of repatriation. Instead, it requires that
the company understand and attend to the larger issue of why it is making the interna-
tional transfer in the first place. What is the strategic purpose of the foreign assignment?
What will it accomplish? If it is no more than filling a position, it may well make more
sense to hire a host-country national to accomplish a specific task. But, if the company
(in addition to filling a job position) wants to achieve greater control over a foreign sub-
sidiary, then it will need to know how the expatriate executive will accomplish that. If the
company is interested in executive development, it will need to be very explicit up front
about what skills and capacities should be nurtured during the overseas assignment. If the
company is hoping to use the overseas transfer as a mechanism for increasing its flow of
international information, then it must be purposeful in identifying what information
will be transferred and how best to use the expatriate in that capacity to the company's
benefit. Unless the company takes this more holistic (that is, strategic) approach to ex-
patriate assignments, it is likely to overlook the value of its human resources and conse-
quently is not likely to take the appropriate steps to repatriate and retain its returning
employees.
If an international assignment is handled as an integral part of the overall strate-
gic planning of the organization, then the company will attend to all aspects of the as-
signment from selection to training, to in-country support, to repatriation, and to
reintegration. All too often, expatriates are selected on inappropriate criteria, inade-
quately prepared, poorly supported during the assignment, and given little preparation
for repatriation. When this occurs, the overseas assignees become discouraged and dis-
illusioned, and whatever strategic objectives the company may have had will, in all
likelihood, go unmet. Thus, the best insurance against loosing valuable human re-
sources after returning home is for the company to be meticulous about all aspects o f
the expatriation process. More specifically, the corporation should take a number o f pur-
poseful steps to enhance the successful repatriation and ultimate retention of the re-
turning expatriate:
1. A common complaint of many returning expatriates is that they felt disconnected from the par-
ent company, or as some have put it, "Out of sight, out of mind." Some have suggested that
companies should assign a "godparent" (an experienced expatriate) to each expatriate for the
sake of mentoring, keeping them informed, monitoring their assignments for problems, and
generally looking out for the expatriates' interests. Although the idea of a godparent is a good
idea, a more effective mechanism might be a repatriation team composed of two or more god-
parents.
2. Whenever people leave the comfort of their own cultural surroundings, they experience the
feeling of being slightly out of control. Not only are many of the familiar props missing, but
also it is natural to feel some anxiety because everything seems so new and different. You
are expected to play the game without understanding all the rules. There is, in other words,
a noticeable lack of information on most subjects. Thus, one way to relieve the anxiety and
ensure a more effective adjustment is to provide expatriates (and their families) with as
much information as possible at every step of the expatriate process. In addition to provid-
ing both predeparture and in-country training, this involves a prereturn trip home, prere-
turn orientation, and repatriate debriefing upon return. One very cost-effective way of
providing information that will help repatriates adjust to coming home involves sending
them copies of their hometown newspapers for several months prior to their return.
3. It is particularly important for companies to be sensitive to the needs of high-risk returnees-
those returning from unusually long stays abroad or those coming back from very different
cultures, such as Nigeria or Egypt. Assuming that the returnees have made successful ad-
justments while abroad, the problems of repatriation will be appreciably more severe for
those coming from radically different cultures or those having been away from home for an
extended period of time.
4. One of the best ways of keeping repatriates from leaving the company is to ensure that they
in fact have a job to which to return. As was pointed out earlier, approximately two-thirds
of all repatriates in the Black and colleagues (1 992) study did not have a specific job wait-
ing for them upon return. While some did have jobs, there are tales of those who waited as
long as four months to get their own office (Osland 1995, 193-94). Not only is it important
for the repatriate to have a specific job upon return, but the job should also utilize the skills
and competencies gained while abroad. To do otherwise is certainly not in the best interest
of the organization because it will fail to maximize the company's original investment in the
transfer. Moreover, it sends a clear message to the repatriate that his or her hard-won com-
petencies are not valued by the organization.
5. The company needs to attend to some of the "nuts and bolts" of coming home, such as find-
ing a place to live or helping the repatriated family with repairing and/or redecorating their
home that had been rented during their time abroad. The company needs to make sure that
families spend as little time as possible in "transitional housing" before getting permanent-
ly resettled.
6. Prior to starting the new home-based assignment, companies should provide several weeks
of leave to readjust. All too often, repatriates returning home from overseas, suffering from
jet lag and reentry shock, are expected to be at work the day after they arrive back in the
States. A certain amount of "decompression time" is necessary for returnees to adjust to
the myriad of changes they will face both at the office and in the community. This time
should be devoted to taking care of personal matters, engaging in official debriefinglrepa-
triation sessions provided by the company, reflecting and writing about the overseas expe-
rience, and spending time with family members to process and bring closure to what was a
meaningful-and, in some cases, life-altering-experience. This "downtime"should also be
used for family members to meet with and discuss their experiences with other expatriate
families.
7. Finally, it is imperative that returning expatriates be made to feel appreciated for what they
have accomplished.Returning expatriates frequently express their disappointment that their
organizations do little or nothing to explicitly thank them for the many sacrifices they have
made on its behalf. Public forms of appreciation-such as welcome home banquets or write-
ups in the company newsletter-not only facilitate the reintegration of the repatriate back
into the firm but also make an unequivocal statement to others that the company appreci-
ates and rewards those willing to take overseas assignments.
GLOBAL MANAGERS FOR THE TWENTY-FIRST CENTURY
As we enter the new century, the management literature is becoming increasingly inun-
dated with descriptions of behavioral traits for successful management in the twenty-
first century (see, for example, Brake, Walker and Walker 1995; Howard 1992; Weeks
1992; Wills and Barham1994). Although each commentator puts a slightly different spin
on his or her list of characteristics, there remains a basic core of competencies upon
which most would agree. These, discussed in some detail below, involve developing a
broad perspective; appreciating points of view other than one's own; being able to bal-
ance contradictions and operate comfortably in ambiguous situations; working effec-
tively in cross-cultural teams; becoming emotionally resilient, open-minded, autonomous,
and perceptually aware; and being willing to make decisions in the absence of all of the
facts. These are the traits that leaders will need in a world that is becoming increasingly
more global and multicultural. This represents a good inventory of competencies that
could be used as selection criteria (or predictors of success) for overseas assignments, and
they are the very competencies that are best developed by overseas assignments. As one
human resources professional queried, "I know that our company's future leaders need
to develop the capacity to tolerate ambiguity, but how do you train for that?" Perhaps the
best single strategy for developing that competency (and others mentioned above) is to
send them abroad for a several-year assignment.
CCT-which should occur before and during an international assignment-also can
contribute to the development of these managementlleadership competencies. Prede-
parture CCT can put trainees through a series of cross-cultural simulations that can serve
as the beginning phase of internationalizing the desired skills. Moreover, one of the ben-
efits of CCT is that it makes explicit the competencies and skills that an individual should
be working on in the overseas assignment in order to maximize success in that assign-
ment. Sometimes the very awareness that trainees should be working on these carry-over
skills will ensure that they will be internalized to a greater degree than if there were no
such awareness. It is similar to making it very clear at the beginning of a class that stu-
dents should be working on certain carry-over skills (such as speaking, writing, making
connections, and research competencies) in addition to mastering the mere content of
the course. While students would in all likelihood develop some of those skills without
Serving in overseas assign-

ments is the best single
way of developing the
executive leadershiD skills
neededfor the twe;ty-first
century.
such an awareness, their level of skill development will be higher if they are purposeful
about their education and personal growth.
What follows is a brief discussion of the major competencies needed for leader-
ship in the twenty-first century and their relationship to both CCT and the expatriate ex-
perience. The first four competencies, which establish a global mind-set, provide the base
of the learning pyramid. The next three competencies provide personal stability need-
ed to function effectively in any cross-cultural business environment. The next two com-
petencies provide the professional confidence needed for international assignments.
These three levels of competencies provide a firm foundation for successJic1leadership,
which is the capstone competency needed for effectiveness in the global economy in the
twenty-first century.
1. Broadperspective: Unlike the more traditional domestic manager, the global manager needs
to develop the broadest possible perspective. The emphasis should be on seeing the big pic-
ture. This involves a type of systems thinking whereby one can see how the various parts are
interconnected to make a systematic whole. A hndamental generalization from the discipline
Successful
Leadership
L
Professional Balance Wmgness
Confidence Contradictions to Make Risky
Decisions
Personal
Stability / 1 1 \ Autonomy
personal pe,7:y;al i~i:;:
Global Appreciate Other Cognitive Cogni
Mindset Perspectives Complexity Flexibility
The author is indebted to Dr. R. Boyd Johnson of Indiana Wesleyan University for suggesting this hierar-
chy of competencies.
of anthropology is the functional interrelatedness of the parts of culture; that is, any culture is
composed of a number of parts, many of which are interconnected to form a systemic, well-
integrated whole. A major goal of CCT is to make explicit how the parts of a culture are inte-
gratedlinterrelated. It helps trainees see the part (idea, thing, value, custom, and so on) in its
proper cultural context in order to better understand why it exists.
2. Appreciate other perspectives: A key aspect of learning for global leaders is being able
to make the bridge from their own point of view to many different points of view. Perhaps
the best way to truly understand other points of view is to learn other languages, a vital
part of CCT. Languages are more than simply communication mechanisms, allowing peo-
ple to send and receive messages with relative efficiency. Rather, languages establish
mental categories that force us to distinguish between what we consider similar from those
things we consider different. Since every language is unique, the linguistic categories of
one will never be identical to the categories of any other. Consequently, the speakers of
any two different languages will not categorize in the same way, nor will they perceive re-
ality in exactly the same way. In other words, they will, because of their language, have
different frames of reference or views of the world. Thus, learning a second or third lan-
guage provides entry into another set of categories, way of thinking, paradigm, or frame
of reference.
3. Cognitive complexity: Global leaders need what Stefan Wills and Kevin Barham (1994,50)
refer to as "cognitive complexity," composed of the twin abilities to differentiate and inte-
grate. Dzzerentiation involves being able to see how a single entity is composed of a num-
ber of different parts; integration involves the capacity to identify multiple relationships
between the different parts. The truly complex thinker-needed for success as a global man-
ager-is the person who can engage in both types of thinking and can move comfortably be-
tween the two. CCT and cross-cultural experiences encourage the examination of (a) your
own culture and your host culture, (b) how both compare and contrast with one another,
and (c) how both relate to the generalized concept of culture. The cognitively complex glob-
al manager feels comfortable moving from the specific parts to the whole and back again.
In terms of the organizational structure, the successful international manager has the abili-
ty to focus on the unique needs of the local situation while maintaining a good grasp of how
it fits into the overall operations of the parent organization.
4. Cognitiveflexibility:On most lists of competencies for international managers is the need
to be curious, nonjudgmental, and open to new ways of thinking and explaining phenom-
ena. This essentially means that the individual is willing to learn and postpone making
evaluations until more facts are known. Such a capacity involves the suppression of your
ego and the letting go of old paradigms. In a sense, the expatriate experiences a psychic
transformation that entails letting go of cultural certainty, learning how other cultures view
us, and being willing to see the internal logic of another culture. This type of cultural lit-
eracy actually enables us to understand our own culture and those of others, mobilize di-
verse people, serve diverse clients and customers, and operate across cultures with
maximum success. This is really the only way that anyone can learn about a new culture.
Only by remaining open and flexible will it be possible to understand why culturally dif-
ferent people act and think the way they do. Being a successfU1 leader abroad involves
being sufficiently open and receptive to learning, to be able to adapt to the new environ-
ment. It is only when a successful adaptation has been made that you can hope to meet
your personal and professional objectives.
5. Personal autonomy: Another important competency of the successful global leader is per-
sonal autonomy. To be open, flexible, and nonjudgmental does not entail adopting the
Managers for the twenty-first century need to know how to manage cross-
cultural teams.
thoughts and behaviors of others as your own; nor do you even need to like them. But while
remaining open minded (to learn more about another culture), you must not abandon your
own identity in favor of theirs. With high self-esteem and a well-developed self-concept, per-
sonally autonomous global leaders are not threatened by culturally different people, nor are
they overdependent on cues from the environment for their identity. They have high self-es-
teem, they value their cultural roots, and they come to the international arena as mature
adults. Any good CCT program makes a deliberate effort to make certain that trainees do
not fall into the trap of "going native" or resorting to such destructive coping mechanisms
as drugs or alcohol.
6. Perceptual acuity: Successful leaders need to be perceptually acute in a number of ways.
They need to accurately derive meaning from interactions with people from a wide va-
riety of cultures and subcultures. This involves being attentive to both verbal and non-
verbal communication by (a) being an active listener, (b) deriving meaning from social
context, and (c) being sensitive to the feelings of others and to your effect on others.
CCT provides experiential practice at analyzing cross-cultural scenarios in which com-
munication between people from different cultures breaks down. This forces the trainee
to focus on alternative explanations rather than relying on explanations that might seem
logical or obvious from one's own cultural perspective. You have to consider not only
the words exchanged in these scenarios but also the nonverbals, the social context, and
the assumptions embedded in the other culture. Such predeparture simulations serve as
effective practice for when the international assignee must deal with real-life cross-cul-
tural encounters.
7. Emotional resilience: Things rarely go as planned when living and working in a culturally
different environment. Frustrations are frequent and stress is high. Although unanticipated
problems occur in any leadership situation, they occur with greater regularity when operat-
ing in an environment in which the rules are imperfectly understood. Thus, the internation-
al assignment becomes a training ground for learning how to deal with unanticipated
problems, frustrations, and stress. To succeed in the international assignment, the interna-
tional manager must learn to bounce back rapidly after disappointment or frustration. This
involves maintaining a positive, up-beat attitude in the face of adversity. Thus, practicing ef-
fective stress-reducing techniques (which should be part of any good CCT program) is es-
sential for becoming an effective global manager.
8. Balance contradictions: A major requirement for being an effective global manager is being
able to balance contradictory needs and demands rather than prioritizing or attempting to
eliminate them. Contradictions and conflicts should be seen as opportunities, not as un-
qualified liabilities. Conflicting values, behaviors, and ideas are a fact of life in the world
today, and they are not diminishing in number. The world is not becoming culturally ho-
mogenized into a monolith. If anything, the cultures of the world are becoming increasing-
ly more diverse and insistent upon maintaining their unique identities. CCT provides insights
into the nature of the world's diversity and allows the trainees to see how different cultures
work (that is, how each culture is a logical and coherent system). When exposed to logical
alternatives to their own way of thinking and behaving-and understanding the nature of
those alternative systems-cross-cultural trainees can learn to cope with the contradictions
and actually use these differences for the sake of achieving synergy. In other words, grasp-
ing multiple perspectives can lead to a wider range of options and approaches to problems
and challenges.
9. Kllingness to make risky decisions: Making decisions, as all leaders must, always involves
a certain amount of risk. Being a new global leader entails being an adventurer. It often re-
quires a willingness to act on "gut feelings," and, if unsuccessful, bounce back before any-
one notices. Because leaders in cross-cultural situations often need to act with less than a
perfect grasp of all the facts, the range of risks is frequently greater than in a more cultur-
ally familiar environment. International assignments-and the CCT that should precede
them-provide a laboratory for experimenting with different levels of comfort and dis-
comfort associated with risk. In other words, living and working in another culture famil-
iarizes the individual with the risks inherent in decision making and, perhaps more
importantly, provides the opportunity for taking risks, experiencing failure on some occa-
sions, but learning from those failures.
10. Global teamwork: Global leaders need to emphasize cultural awareness and cross-cultur-
al teamwork, not just personal awareness and individual mastery. With the ubiquity of for-
eign subsidiaries, joint ventures, and offshore facilities, global managedleaders need to be
able to value and facilitate multicultural teamwork. Yet, before one can build fully effec-
tive multicultural teams within an organization, people must first understand the cultural
assumptions and ways of behaving of others in the group. This understanding, if lacking,
can best be developed by way of CCT. We should, however, keep in mind that an intimate
connection exists between personal awareness and cultural awareness-they are hardly
mutually exclusive enterprises. Before you can understand another culture, you must first
understand the influence your own culture has on your thinking and behavior. Conversely,
the only way to really understand who you are is to f i s t understand your own culture-and
you can only do that once you have been exposed to other cultures. So, in a sense, the per-
sonal and cross-cultural awareness needed for multicultural team building are mutually re-
inforcing.
Thus, a number of skills considered to be essential for effective global leaders of

the future can be mastered through international (expatriate) experiences. To be certain,
the mastery of these skills is not ensured by the expatriate experience itself. As we have
seen, those expatriates who become "premature return statistics" have not, in all likeli-
hood, developed those skills.Yet, under the proper circumstances, the expatriate experi-
ence is the single best "classroom" for developing these leadershiplmanagement skills.
This expatriate "testing ground" becomes most effective when the whole process of ex-
patriation is treated in a holistic or systematic fashion; that is, close attention must be given
to issues of selection, preparation, in-country support, and repatriation. The assignment
must be well planned strategically, to benefit both the individual and the corporation.
The leadership skills to be obtained must be made explicit from the very beginning and
reinforced throughout the experience.
In many ways, the development of global leaders through expatriate assignments
is greatly enhanced when a global perspective has been built into the fabric of the cor-
porate culture. Despite the fact that international operations constitute a significant seg-
ment of their operations, many firms still do not truly "think" globally. They are not
particularly adept at collecting, disseminating, and utilizing international information; they
too infrequently treat international assignments in a strategic fashion; they often fail to
reward internationallcross-cultural competence; and they frequently overlook opportu-
nities (at all levels of the organization) to expose their personnel to growth-producing in-
ternational activities.
For U.S. multinational corporations to manage international transfers effectively,
they will need to create a corporate culture in which global competencies can thrive.
In some cases, this involves assessing or reassessing the long-term goals for training,
leadership development, and human resources management. This involves dealing
with global issues in a systematic fashion, while encouraging and rewarding interna-
tional competence at all levels. Creating a global climate within an organization often
involves a series of small steps, none of which are particularly expensive, but when
taken together can have a positive cumulative effect. For example, companies can (1)
reward globally oriented behavior among all employees, such as taking foreign-lan-
guage classes, serving on local boards of international nonprofit organizations, and
attending internationallcross-cultural seminars; (2) sponsor "brown bag" lunches
(open to all) where employees can present information on recently completed inter-
national travel; (3) use in-house non-American employees as part of the cross-cul-
tural predeparture training of American expatriates; (4) create a regional focus in
upper-level management by expecting top leaders to become experts in a particular part
of the world in which the company has an interest; (5) subscribe to relevant interna-
tional materials for the company library, including books, newspapers, journals, and
CD-ROMs on different parts of the world; (6) establish foreign-language conversation
hours at lunch where people can practice their foreign-language skills; (7) liberally
publicize the global activities of employees in the company newsletter; (8) when in-
ternationals are visiting the company, have them stay with host families chosen from
within the home office rather than housing guests in a hotel; (9) bring in speakers
from corporate divisions in other countries or from other global organizations; and (10)
offer courses for all employees on how to do business in other countries. Although any
one of these suggestions by itself might seem fairly insignificant, they all send an un-
equivocal message to employees: The organization is seriously committed to its glob-
al mission over the long haul.
Read the following cross-cultural scenarios. In each minicase study, a basic cultural con-
flict occurs between the actors involved. Try to identify the source of the conflict and sug-
8-1 Tom Bennett, a senior accountant with a major New York accounting firm, had just
arrived in Bogota, Colombia, to assume a two-month assignment to set up an account-
ing procedure for a middle-sized local business. On his way to the office, Tom stopped to
cash a check at the main branch of the largest bank in the country where he had just
opened an account a week earlier. Tom approached the least crowded teller's window,
which had about eight people crowded around it. After about five minutes of jostling,Tom
worked his way in front of the teller's window and handed the teller his check. While he
was waiting for his money, several other people elbowed their way up to the window and
handed the teller their checks, and the teller took them.Tom was getting increasingly an-
noyed with the rudeness of these people who kept interrupting his banking transaction.
While Tom waited for his money, a number of people kept trying to get in front of him, and
what made things even more infuriating was that they seemed to be angry at him. And to
think that people from the United States are always accused of being impatient! When his
money finally arrived, he couldn't wait to get out of that very unfriendly situation. A s he
walked on to his office, he was already thinking about the letter of complaint he would send
to the bank president.
How might you explain Tom's frustraton at the bank?
8-2 Steve Lee, an executive with a Hartford insurance company, was sent to Kuwait
immediately after the 1990 Gulf War to investigate damage claims to several hotels his
company had insured. Back in the States, Steve had the reputation of being extremely
affable and sociable. The day after Steve arrived in Kuwait City, he met with Mr. Said,
the manager of one of the insured tourist hotels. His previous telephone conversations
with Said were upbeat and had led him to expect that Said was interested in getting the
claims settled quickly and efficiently. His initial meeting with Said went extremely well,
with both men agreeing on most of the issues discussed. At the end of that first meet-
ing they shook hands, and to emphasize the depth and sincerity of his goodwill, Steve
grasped Said's hand with two hands and shook vigorously. For reasons that Steve never
understood, the subsequent meetings with Said were never as cordial and friendly as
that first meeting.
What explanation might you give to Steve?
8-3 Martha and Ted Harding, owners of the largest travel agency in Salt Lake City, were
invited on a 'Tamiliarization" tour of Australia by that country's Ministry of Tourism. They
were part of a group of eight U.S. travel agents who were being wined and dined and
shown all the major tourist attractions by the ministry in hopes that they would recom-
mend Australia as a vacation spot to their clients. Shortly after their arrival, they attend-
ed a lavish cocktail party sponsored by the Association of Hotels and Restaurants in
Sydney. Everyone seemed to be very cordial and good spirited. Yet Martha noticed that
she got some cool glances from some of their Australian hosts when she declined a drink.
Moreover, Martha noticed that the party was segregated sexually, the men talking at one
end of the room and the women talking among themselves at the other end. Martha was
beginning to feel increasingly uncomfortable at the cocktail party.
What could you tell Martha that might have made her feel a bit more at home?
8-4 Andy Ross, an electrical engineer for a Chicago firm on a contract with the Turk-
ish government, had been living with his wife in Istanbul for several months. When
Andy had to spend several weeks in Ankara, he thought it was a good opportunity to
combine business with pleasure. Since he was entitled to some vacation time, he de-
cided to travel leisurely to Ankara by car with his wife in order to spend some time in
rural Turkey and get a better feel for village life. Living in Istanbul had been very en-
joyable, for both Andy and his wife had found it to be a sophisticated and interesting
European city. But when traveling in the outlying regions, they began to feel uneasy for
the first time since coming to Turkey because the local people seemed hostile. On their
second day out of Istanbul, they stopped in a small coffeehouse that they had heard
was a focal point of social activity in rural Turkey, But shortly after arriving, they sensed
that they were not welcome. People stared and stopped talking to one another. They
could not understand why people were so hostile, particularly since people seemed so
friendly in Istanbul.
What explanation might you offer Andy and his wife?
8-5 John Harmon, a vice president of a US.-based courier service, was sent to open
an office in Madrid. The company had recently expanded its overnight delivery ser-
vices to several other countries in Europe (including the Netherlands), and these were
doing very well. The company's "bread and butter" service was overnight delivery any-
where in Europe, provided that the package was in the pickup box by 5:00 P.M. Even
though John and his wife, Linda, were getting along well in Spain, he could not un-
derstand why the Spanish people were not responding more favorably to the compa-
ny's services.
Why was the overnight delivery system not catching on in Spain?
Cross-Cultural
Scenario Discussions
CHAPTER 2
2-1 In the United States, public humiliation is one of a number of techniques that can be
used quite effectively to change people's behavior. In the world of Islam, however, where
the preservation of dignity and self-respect is absolutely essential, public reprimand will
be totally counterproductive.If Arabs feel that they have suffered a loss of personal dig-
nity because they have been criticized in public, they take it as a dishonor to both them-
selves and their families. And when Sam insisted on using this "motivational" technique,
he was alienating not only the individual to whom the reprimand was directed but also all
his fellow workers, who felt hurt on his behalf. When this happens, the person giving the
reprimand loses the respect of those witnessing it.
2-2 The employee-employer relationship in Japan is very different than in the Unit-
ed States. When a Japanese firm hires an employee, he or she becomes part of the
corporate family. Whereas labor and management in the United States operate large-
ly from an adversarial perspective, the relationship between the Japanese worker and
the company is based on loyalty and a long-term commitment to one another. Not only
do most employees expect to stay with the firm for the duration of their careers, but also
the firm takes an active role in the personal lives of its employees and their families.
Housing, recreation, and schooling for the children are just some of the areas arranged
by the employers for their workers. Moreover, far less separation of business and per-
sonal matters occurs between Japanese employees and their supervisors. Thus, it is
little wonder that the Japanese mechanics thought that George was not acting like a
responsible supervisor because he was unwilling to become involved in their person-
al lives.
2-3 In most of Europe when people write the date as 6/5/01, they are placing the day
first, month second, and year last. So Stefan's request for information by 615 was not for
June 5 but for May 6.Therefore, Bernice was not three and one-half weeks early but five
days late!
Cross-CulturalScenario Discussions 181
2-4 Although Bob thought he was giving a straightforward answer to a rather mundane
question about his father's health, his response, from Saade's perspective, made Bob ap-
pear to be a very undesirable business partner. Coming from a society that places a very
high value on family relationships, Saade thought it quite inhumane to leave one's aging
father at a nursing home in the care of total strangers. If Bob couldn't meet his primary obli-
gations to his own family members, Saade reasoned, how could he be trusted to meet his
obligations to his business partners?
2-5 Although this fertilizer company did a good deal of research in developing its prod-
uct, it was woefully lacking in cultural information that would have enabled the compa-
ny to market it. First, the company tried to convince the village men to accept an
agricultural innovation when in fact it was the women who were the farmers. That they
failed to understand this basic ethnographic fact did little for their general credibility.
Second, many East Africans have two important beliefs that can help explain their re-
action: (a) the theory of limited good, which assumes that there is a finite amount of
good in the world (such as fertility), and (b) witchcraft, the notion that evil forces em-
bodied in people can harm members of the community. Given these two beliefs, any in-
dividual East African farmer would never participate in any scheme that promises to
produce considerably more per acre than her neighbor, for to do so would open her up
to charges of having bewitched the fertility from the neighbor's soil. In short, to contin-
ue to grow the same amount as one had in the past is a far preferable alternative to being
killed for witchcraft.
CHAPTER 3
3-1 The key to understanding this apparently innocent exchange, which left LeBec of-
fended and Wayne confused, revolves around the use of personal questions. People in the
United States think it perfectly natural to ask a number of personal questions early on in
one's initial conversation, this is considered a normal way of finding a common ground on
which to build a relationship quickly. Given the highly mobile nature of U.S. society, it is im-
perative to build relationships quickly because next week our new friends may be trans-
ferred across the country. In less mobile societies like France, people move to establish
social relationships at a slower pace. The personal life of the French, and that of their
families, is considered private. They will be quite reluctant to make any moves toward in-
timacy until there has been sufficient time to assess the newcomer. Thus, Wayne's ques-
tions appeared overly personal to LeBec, whose culture handles such introductory
amenities much more slowly.
3-2 Saudis do not budget their time in the same way that Americans do. Time is con-
sidered to be a much more flexible commodity.The best piece of advice we might give Bill
is to be patient and allow more time when conducting business affairs in Saudi Arabia than
would be normal in the United States. Moreover, what Bill considered to be %mall talk" is
a very important part of the process of doing business in Saudi Arabia.Trust is an important
ingredient in business affairs. Before engaging in meaningful business relations, most
Saudis need time to get to know those with whom they are about to do business.They feel
that there is no better way to do this than to discuss a wide variety of nonbusiness topics
while drinking coffee. Finally, Saudis define private and public space somewhat different-
ly than they do in Dallas. Although Saudis are extremely private in their personal lives, they
are quite open in those things they consider to be public, and business is thought to fall
182 Cross-CulturalScenario Discussions
into the public domain. Thus, even though the Western businessperson may want to dis-
cuss confidential business matters, it is not at all uncommon for a "personal" appointment
to be conducted with other people in the room.
3-3 Having graduated near the top of his class, Eric had always met with academic suc-
cess and high-level achievement. Unlike many of the courses that he had taken in the
past (for example, mathematics, sciences, and engineering), this language course pro-
duced few concrete results in the early stages. Anyone ever taking a foreign language for
the first time will feel incompetent and "lost" for the first several months. Eric's dissatisfaction
with the language course and the project resulted from his strong need to achieve, which
he felt was not being satisfied.
3-4 Even though Fred and his company thought they had been well prepared for the
presentation, they made two tactical errors. First, despite Fred's knowledge of the prod-
uct and his proficiency in German, he had one important factor working against him,
namely, his age. By and large, managers in German corporations tend to be older than
their U.S. counterparts. A young U.S. executive, however bright and charming, making a
presentation before a group of older German executives may not be taken seriously be-
cause he is seen as relatively inexperienced. Second, Fred did not win any points by try-
ing to set an informal, relaxed atmosphere by telling a few jokes. Although this may be an
acceptable approach for an after-lunch speech at the Rotary Club, it was viewed as quite
inappropriate in a German business setting.
3-5 France is one of the few nations in the world where an attemptto speak the language
is not appreciated. There are many nuances in the French language that are difficult to
grasp by anyone not very accomplished in the language. Clearly, Betty's three years of col-
lege French, although perhaps adequate to give directions to the cab driver, fell far short
of being sufficient for conducting business. As a general rule, if you do not speak French
well, it is best to use English (if possible) or work through an interpreter.
CHAPTER 4
4-1 In any society, gifts are given as a way of symbolizing certain thoughts.Yet like other
aspects of culture, certain gifts symbolize different thoughts in different cultures. In the Unit-
ed States, chrysanthemums are given for a number of general purposes. But in Italy and
in some other European countries, chrysanthemums are used traditionally as funeral flow-
ers. Also, Don's flowers sent another unintended message. Although it is appropriate to
take flowers as a gift when invited to someone's home for dinner, to present flowers at other
times to the mother of an unmarried woman is seen as an expression of a man's serious
intentions toward the daughter.
4-2 Actually, according to Saudi Arabian culture, the landlord was treating Lorna with re-
spect and utmost politeness. Since her husband was absent, it would have been consid-
ered an invasion of her privacy to speak to Lorna.
4-3 France, along with other European countries, still suffers the memories of Hitler's
reign of terror. Uniformity in logos, slogans, or signs are reminiscent of the German
swastika and the humiliation of the period of occupation. The "gifts," coupled with the
hostile takeover, started the Fortune 500 corporation off on shaky ground, considering
French history.
Cross-Cultural Scenario Discussions 183
4-4 In a sincere but misguided attempt to convey to their Japanese counterparts their
interest in the project, the Americans made two serious cultural blunders. First, by taking
off their jackets and rolling up their sleeves, they were trying to communicate sincerely, in
a nonverbal way, that they were interested in working hard to arrive at a satisfactory agree-
ment between the two corporations.The Japanese, however, who tend to be much more
formal in dress, interpreted this symbolic gesture as most unbusinesslike and inappro-
priate, a breach in professional protocol. The second faux pas resulted from Harry's invi-
tation to start their discussions off on a first-name basis. Although by making such a
suggestion Harry was genuinely interested in facilitating their work relationship, he failed
to realize that Japanese business relationships tend to be based on quite rigid status dif-
ferences. In the eyes of the Japanese, being on a first-name basis involved an unaccept-
able level of informality and egalitarianism.
4-5 Here is another example of how certain nonverbal actions-in this case, the pound-
ing of one's fist into one's palm-have a very different meaning in a foreign country than
in the United States. In Singapore, as well as in several other Southeast Asian countries,
such a gesture is a sexual insult, comparable in the United States to extending the mid-
dle finger.
CHAPTER 5
5-1 The demise of these joint-venture negotiations cannot be explained by the fact that
contemporary Japanese firms are inextricably wedded to traditional practices. Present-day
Japanese firms have shown an enormous willingness to adopt innovative policies and
strategies, which has contributed to their rapid rise in the world economy. Yet, equally high
on the Japanese list of cultural priorities is the value placed on respect for elders and sav-
ing face. Even though Hayakawa may have disagreed with his grandfather's position, it
would have been totally inappropriate for him to have disagreed with his grandfather in a
public meeting. The Japanese way would have involved private discussions between
Hayakawa and his grandfather to try gently to convince the former president of the need
for these innovative policies.Tom's impassioned attempt to change the old man's mind in
the public meeting was seen as a serious breech of etiquette, which caused the old man
to lose face.
5-2 In Nairobi, as in many other parts of the world, status and rank are important ele-
ments of social and business relationships. In the United States, where people have a
tendency to play down status differences, the boss may often roll up his or her sleeves and
start working alongside those of lower rank and position. In fact, the boss in the United
States is likely to become more popular by engaging in manual labor alongside the work-
ers, for it shows a true spirit of empathy and democracy. In Kenya, however, a boss doing
manual labor is seen as a deliberate rejection of self-respect.If those in high positions are
not willing to maintain their high status and self-respect, they will unlikely continue to re-
ceive the respect of their employees. To the African employees, it would have been far
preferable to have missed the deadline than to have their boss lose his self-respect by en-
gaging in manual labor.
5-3 This scenario illustrates the high value Americans place on science, logic, and ra-
tional thought. Since there were no logical links between any of these unfortunate hap-
penings at the plant, Ned and his fellow Americans concluded that they were just an
unfortunate yet unrelated series of accidents-Thelocal workforce, on the other hand, be-
184 Cross-Cultural Scenario Discussions
lieved that sinister forces were at work which required the services of a religious special-
ist. This belief was the direct cause of Ned's two managerial problems-morale and ab-
senteeism. Unfortunately, Ned and his colleagues got caught up in their own value system
and missed the major point: It makes little difference whether the belief in evil spirits is true
or false. Ned was no more capable of proving that evil spirits did not in fact cause this se-
ries of events than the local workers could prove that they did. What Ned and his Ameri-
can staff failed to understand was that (a) the workers did believe that evil spirits were at
work and (b) this belief, whether true or false, was causing a major problem for the com-
pany. The only reasonable way to solve that problem is to take an action that would en-
able the workers to perceive that the power of evil spirits had been neutralized and that
their safe work environment had been restored.
5-4 Despite Ray's Hispanic heritage, his dramatic rise in his company's organization re-
quired him to adopt the mainstream U.S. cultural interpretation of time; that is, Ray was
operating under the assumption that since time is money, there is no reason to waste it.
Such a definition of time assumes that the end product of negotiations between two com-
panies is more important than the process that brings it about. But in Argentina and many
South American cultures, the process is also very important. It is not enough just to make
a decision on the merits of the product; to many South Americans, it is equally important
that those entering into a business relationship enjoy one another's company and build a
strong foundation of mutual trust. To the Argentinians, Ray's insistence on getting down
to business as quickly as possible was bypassing some very important components of the
negotiation process.
5-5 The scenario can best be understood by first appreciating the very different views
in U.S. culture and Saudi culture concerning locus of control. In the United States, it is be-
lieved that people are ultimately responsible for their own destiny. If something goes wrong,
it is believed, it is frequently possible for the individual to do something (that is, to change
certain behavior) to bring about the desired outcome. In Saudi Arabia and throughout the
Arab world, people are taught from an early age that all things are subject to the direct
will of Allah. All plans for the future (including, of course, business plans) are viewed with
a sense of inevitability and will be realized only if Allah wills it.This is not to say that peo-
ple in the Arab world would not work hard to help bring about the desired results. Rather,
they believe that despite the effort the desired ends will not happen unless Allah is will-
ing. Perhaps Stefan would have been less frustrated if he had translated inshallah to mean
"if possible" or "Allah willing" rather than as a knee-jerk response used to absolve oneself
of all responsibility for one's actions.
CHAPTER 6
6-1 The meaning of time and punctuality varies not only from culture to culture but also
within any culture, depending on the social context. In Portugal a person of high status
should never be kept waiting by a person of lesser status; a woman may keep a man wait-
ing, but it would be considered very bad form for a man to keep a woman waiting; an older
person can be late for an appointment with a younger person, but the reverse is not true.
Although punctuality for its own sake is not valued in the same absolute sense as it is in
the United States, some social situations demand punctuality, and others do not. This ex-
ample should remind us that when in Portugal, and most other cultures as well, it is im-
portant to understand the nuances of values, attitudes, and behaviors.
6-2 Even though Japanese women receive considerable education, they have not been
accepted into the higher echelons of the corporate world. The Japanese negotiators sim-
ply were not very subtle in their efforts to disguise their displeasure with having to nego-
tiate with a woman.
6-3 The term parallel has a different meaning to Japanese than it does to Americans.
We think of the word parallelas meaning compatible, being on the same track, going in
the same direction, or agreement. However, to the Japanese, it represents a lack of agree-
ment, positions that will always remain apart, never to meet, like two train tracks. When
Harold stated that their thinking was "parallel," Kushiro took that as an indication the ne-
gotiations were over because they would remain apart in their contract goals.
6-4 The Japanese have great difficulty saying no. Instead of saying no in a direct, un-
equivocal way, the Japanese are more likely to give a conditional response or an irrele-
vant tangential response, ask a counterquestion, change the subject, leave the room, or
say nothing at all. Of all the indirect ways that the Japanese say no, silence is the most
difficult for Americans to handle gracefully. Americans place such importance on words
that the absence of words becomes very disorienting. Because most Americans feel that
silence is inherently unnatural, they frequently say things that get them into trouble in their
haste to fill the silence. Roger would have been better off to have waited out the silence
and then come back with another proposal or a question that would have kept the dis-
cussions on track.
6-5 The unwillingness of these four Korean accountants to leave their current employ-
er stems from a sense of loyalty felt by many Korean workers that is not shared by their
U.S. counterparts. The vast literature on Japanese business practices suggests that
Japanese workers have a strong loyalty to their employers because their lives revolve
around the company, and they in fact gain a sense of their own importance primarily
through the prestige of the company. However, Koreans, unlike the Japanese, have rela-
tively little loyalty to their companies, per se.There is a good deal of job mobility in Korea,
for employees are always on the lookout for better job opportunities. Koreans, however,
have a strong sense of loyalty to their bosses within the company. When Korean employ-
ees do change companies, they frequently are following bosses who take them along
when they move. Even though it may be every bit as difficult for foreign firms to recruit Ko-
reans away from their current jobs as it would be to recruit Japanese, the nature of the
workers' loyalty is different in these two countries.
CHAPTER 7
7-1 Although both U.S. and French culture are what Edward Hall would call monochron-
ic (emphasizing promptness and schedules), they differ in terms of the degree to which
each emphasizes the primacy of meeting deadlines. For Americans, keeping to an agreed-
upon schedule takes priority, even when confronted with unanticipated contingencies. If
need be, personal pleasure or even quality will take second place to meeting the dead-
line. The French, too, are interested in efficiency and meeting schedules, but they don't
give deadlines the same top priority as in the United States. For the French, the empha-
sis is on quality. In the event that time runs short, the French will choose to take addi-
tional time to ensure high quality, whereas Americans are more willing to sacrifice a
number of things-including quality-in order to meet the deadline.
186 Cross-Cultural Scenario Discussions
7-2 Although cameras can be valuable for documenting a foreign culture, they must be
used with care. There is the simple matter of violating one's privacy, a notion to which
most Americans can relate. How would a typical middle-class American, for example, feel
if someone dressed in foreign clothing started taking his picture while he was cutting his
front lawn? At the very least, such behavior would be met with suspicion. For a number
of other cultural reasons, many East Africans would be reluctant to have their picture
taken. First, a sizable number of people living along the Kenya coast are Muslims and as
such resist being photographed because of the Koranic prohibition of depicting the human
form. Second, whereas the Westerner looks for "picturesque"scenes of people doing tra-
ditional things, the local people themselves may feel that the foreign photographer is doc-
umenting their "backwardness" or lack of modernization.Third, some East Africans who
do not understand the technology of the camera believe that having their pictures taken
is tantamount to having their soul entrapped in the camera. In a society where witchcraft
is widely believed, the thought of anyone, particularly a witch, capturing one's soul can be
terrifying.
7-3 Asians in general and Koreans in particular, place a high value on harmonious per-
sonal relationships. Conflicts are avoided at all costs, and every effort is made to be po-
lite and nonconfrontational. Also, Koreans have great difficulty in admitting failure, for to
do so is to be humiliated or shamed-that is, to lose face. It is therefore important to main-
tain a high degree of kibun, translated as "morale" or "self-esteem." The reporting or ac-
knowledging of a problem is far more serious than the problem itself, for it causes a loss
of face for the teller and a loss of morale for the hearer. Thus, when the Korean employ-
ees withheld knowledge about plant problems from Jim, they did so to (a) preserve his
kibun and (b) not lose face themselves. If anything negative has to be reported it should
be done, according to the Korean way, at the end of the day so that the parties involved
will at least have the evening to restore their damaged kibun.
7-4 For the local Indian labor pool, flexibility of time was of greater significance than
housing or high wages. Under the German system, which paid an hourly wage (rather than
a forty-hour-per-weeksalary, as with Bill's company), local laborers could take time off for
their festivals and ceremonies without fear of losing their jobs.The solution to Bill's labor
recruitment problem required the relatively simple task of changing to a more flexible
hourly wage system rather than a weekly salary system.
7-5 Dick's problem stemmed from making the unwarranted assumption that informality
at the party could carry over into a business context. In fact, Japanese make a very real
distinction between these two social situations. Japanese senior executives can be infor-
mal and playful at parties, but this is not the environment in which to discuss business mat-
ters. The two realms are kept quite distinct in Japan.
CHAPTER 8
8-1 This is an excellent example of what can happen if one assumes that banks in Bo-
gota operate under the same system as they do in, say, Manhattan. In the United States,
we expect to line up in an orderly fashion and wait our turn. In most banking transactions
in the United States, the teller handles the entire transaction. But in Bogota, in the absence
of a sophisticated electronic system, most checks must be verified to ensure sufficient
funds to cover them. That process may take five or ten minutes under normal circum-
stances. Thus, it is expected in Colombia that a person will walk up to the teller directly,
hand over the check, and then step aside until the check has cleared, thereby allowing oth-
ers to hand their checks to the teller. When the check has cleared, the person's name will
be called, and he or she will be given the money. Clearly, this is a very different system
of customer service than would be found in the United States. Had Tom understood this
very logical system, he could have avoided an unpleasant situation.
8-2 Among middle-class men in the United States, it is customary to shake hands as a
gesture of friendship, as it is also among men in Kuwait. When communicating extreme
friendliness, an American man may grasp his friend's right hand with both of his hands.
If, however, an American man gives such an emphatic handshake to a Kuwaiti man, he
will be sending an extremely offensive message. In Kuwait and generally throughout the
Muslin world, where the right hand is sacred and the left hand is profane, touching some-
one with the left hand is highly offensive.
8-3 Australians take a great deal of pride in their sense of hospitality, their conviviality,
and their ability to throw and enjoy a good party. No good Australian party is without a gen-
erous supply of things to drink. Native Australians take their drinking seriously and expect
others to do so as well. In fact, "spirited drink" is such an integral part of the social pro-
cess that most Australians do not know how to cope with a nondrinker. Frequently, they
interpret a refusal of a drink as a rejection of their friendship and hospitality. Martha, a non-
drinker, would have been better off to have accepted the drink, simply carrying it around
with her rather than actually drinking it. And even though women are frequently included
in such business affairs, they are often segregated and don't offer their own opinions.
Martha, a strong proponent of women's rights, had difficulty accepting this secondary
role.
8-4 Life in rural Turkey is quite different from life in Istanbul. Located in two different con-
tinents (Europe and Asia), Istanbul reflects a good deal of its past European influence.The
farther one gets from Istanbul, the more traditional, non-western, and Islamic the people
become. The arrival of a foreigner in a small Turkish town is not a common event. Andy
and his wife received stares not out of hostility but rather out of curiosity. In addition to the
general interest in foreigners, there was another source of confusion, which many of the
local people no doubt felt. The presence of a woman in the generally all-male domain of
the coffeehouse was an unusual sight. Rural Turkish women (who frequently wear dark
clothing, cover their faces, and have little contact with the general public) do not enjoy the
same liberties as their urban counterparts.
8-5 Unlike the Netherlands, where offices generally close promptly at 5:00P.M. and the
workers go home, it is common for Spaniards to work until 8:00P.M. or later.Therefore, a
5:00 P.M. deadline would not be advantageous to a Spanish operation. Failure to seek out
cultural differences when trying to establish new territory can result in a less than suc-
cessful operation.
Locating Revelant
Cultural Information
In recent years an increased awareness has risen in the international business literature regarding
the need for a fbller understanding of the cultural environment of international business. Whether
one is managing a firm's overseas operations, directing an international sales force, or helping ex-
patriate employees and their families adjust to living and working in a foreign culture, the need for
understanding the cultural environment has never been greater than it is today.
The difficulty lies not with identifying the problem but rather with knowing how to solve
it. Much of the literature from international business tends to be anecdotal, illustrating by endless
examples how well-meaning but shortsighted businesspeople can run amok because of their cross-
cultural insensitivity. Or the literature deals with general pleas for cross-cultural understanding. This
approach is of little assistance to the international businesspeoplewho must deal with culture-spe-
cific problems as they apply to the immediate international situation. Clearly, international busi-
nesspeople need to be able to acquire culture-specific data that are accessible, relevant, and
applicable to their immediate business situations.
THE TRADITIONAL ANTHROPOLOGICAL APPROACH
Although the discipline of anthropology, with its central focus on the concept of culture, is the
logical place to turn for culture-specific information, most international businesspeople contend
that the conventional anthropologicalapproach to research is not particularly well suited to meet-
ing their informationalneeds. Cultural anthropologists collect data in a particular culture by means
of the time-consuming technique !mown asparticipant observation. The field anthropologist must
master the language, gain acceptance into the foreign culture, and develop networks of relation-
ships before the formal data gathering can even begin. Thus, most international businesspeople view
the traditional data-gathering process used by anthropologists as so snail-like in pace that it is vir-
tually useless for their more immediate needs.
As time consuming as traditional cultural anthropological research is, there may well be in-
ternational business situations that would require such an approach. For example, a U.S. multi-
national corporation about to invest millions of dollars in a manufacturing facility in Colombo,
Locating Relevant Cultural Information 189
Sri Lanka, will not be acting extravagantly by hiring one or more anthropologists to conduct a cul-
tural study of the local people, who would eventually make up its workforce. Such a study might
include traditional techniques such as participant observation and interviewing, as well as draw-
ing on the already existing ethnographic and social science literature on the region. Although
conducting such firsthand research would cost thousands of dollars, it nevertheless provides the
best assurances that the corporate values and assumptions will be integrated into those of the
local workforce. To do anything less would be to invite serious long-term managerial problems.
Richard Reeves-Ellington, a professionally trained anthropologist working for the Upjohn Cor-
poration, illustrates how the traditional anthropological approach can inform the conduct of in-
ternational business:
When Reeves-Ellington joined Upjohn, the company was planning to expand its international
operations by marketing products in Indonesia. No one in the firm at the time (including
Reeves-Ellington) had experience in Indonesia, but Reeves-Ellington had enjoyed doing
fieldwork in Mexico as well as living in Europe, and he felt that his anthropological train-
ing would permit him to function effectively in another culture. The company concurred, and
Reeves-Ellington was sent abroad to set up operations in Indonesia, where he stayed for 10
years. While in Southeast Asia, Reeves-Ellington says he "did a lot of applied anthropolo-
gy." An ability to analyze social systems from the native's point of view and to determine
the interconnections among and reasons for human behavior enabled Upjohn's anthropolo-
gist to establish good working relationships with local officials and thus to move the com-
pany's products effectively into local marketing and distribution channels-a process that
could have taken many times longer or failed altogether without an appreciation for local
logic and custom. (Baba 1986,20-21)
HRAF: AN UNDERUTILIZED CULTURAL DATABASE
For more than half a century, there has been a retrieval system for anthropological data that can
greatly facilitate research on various aspects of particular cultures. It was not until the late 1940s
that the Human Relations Area Files (HRAF), the largest and most sophisticated cultural database
ever devised, was made available for comparative cultural studies. Unfortunately, this cultural
database has gone largely unnoticed and unused by most people outside the field of anthropol-
ogy, particularly in the area of international business.
Developed largely by George Peter Murdock at Yale University's Institute for Human Rela-
tions, HRAF is a vast ethnographic archive structured according to two basic principles. First, the
materials are divided into over 310 separate cultural files, each representing descriptive informa-
tion on a single culture (or a closely related group of cultures) such as the Yoruba of Nigeria, the
Navajo nation, or the Koreans. A full listing and description of all 310-plus cultural groups (each
with its own alphanumeric code) are found in the manual entitled The Outline of World Cultures
(OWC) (Murdock 1972).
The second basic organizational principle is a highly detailed, subject classification system
composed of more than 700 categories grouped into seventy-nine major topical sections. The con-
cepts covered include such topics as food consumption, property systems, labor and leisure, age
stratification, gestures, theories of disease, and in-group antagonisms. An explanation of these and
other topics, along with cross-references to other categories, is presented in a second manual en-
titled The Outline of Cultural Materials (OCM) (Murdock 1971).
When these two guides (OWC and OCM) are used together, it is possible to have before
you within a matter of minutes most of the information on a given subject for a particular cul-
tural group. The HRAF files are well designed for the rapid and accurate retrieval of data on spe-
190 Locating Relevant Cultural Information
cific cultures and subjects. Thus, the time of the international business analyst can be devoted
to the search for structural similarities and differences between the corporate and the local cul-
ture rather than to the search for the information itself.
In recent decades cultural anthropologists have glutted conventional libraries with a vast
and largely indigestible number of books, articles, and field reports on specific world cultures.
The major significance of HRAF is that it has organized this unwieldy quantity of cultural data into
a form usable by nonanthropologists.
DOCUMENTARY SOURCES USEFUL

IN DEVELOPING A CULTURAL PROFILE
Culture-Specific Associations
A particularly effective way to access culture-specificinformation is by contacting the many as-

sociations, both at home and abroad, that focus on a particular country or culture. A primary reference
book that can be found in the reference department of any good research library is the four-volumeEn-
cyclopedia ofAssociations (Sheets 1999). Suppose you are interested in obtaining culture-specificin-
formation on Japan. By consulting the Keyword Index (Part 3) of this encyclopedia under "Japan," you
will find entries having to do with Japan for approximately 150 associations based in the United States,
including the Japan-American Society, the Japan Foundation, the Japan National Tourist Organization,
the JapaneseAmerican Citizens' League, and the Japanese-American Curriculum Project. Parts 1 and
2 of the encyclopedia provide pertinent descriptive data on these culture-specificassociations, includ-
- -
ing address, telephone numb&, contact person, membership, and publications.
Some Country-Specific Series
One of the best single series of culture-specific data is the Interact series. Edited by George
Renwick and published by Intercultural Press, this series of books is designed to explore the bases
of cross-cultural conflict in various countries. Each of the eleven books in this series (dealing
with Mexico, Australia, Israel, Thailand, China, Japan, the Philippines, Spain, Germany, Greece,
and Russia) analyzes how nationals from these countries perceive the world, how their actions dif-
fer from those of middle-class Americans, and how these differences influence their relation-
ships. It is hoped that there will soon be more volumes in this excellent but small series.
The David M. Kennedy Center for International Studies at Brigham Young University pro-
duces a series entitled Culturgrams, four-page cultural orientations covering the customs, courte-
sies, and lifestyles in more than 170 different countries. Each Culturgram-now in electronic,
downloadable form, which represents a condensation of a wide variety of data sources-is de-
signed for those with more interest in cross-cultural communication than with time. Although these
minicultural briefings are by design not in-depth cultural profiles, they do provide some valuable
information on a wide variety of contemporary cultures.
U.S. Government Sources
In addition, the U.S. government (with its intelligence network made up of perhaps the
largest research organization in the world) makes available through the Government Printing Of-
fice a number of current, thoroughly researched, and relatively inexpensive country-specific pub-
lications. By far the most comprehensive are those found in the CounQ Studies series developed
by the Foreign Area Studies Group at American University for the Department of Defense and
other government agencies. Formerly called Area Handbooks, each of the more than 100 books in
the series, dealing with a particular foreign country, describes and analyzes how the economic, na-
tional security, political, and social systems and institutions are influenced by the cultural factors.
Researched and written by interdisciplinary teams of scholars, each volume attempts to describe
a whole society as a coherent, dynamic system! All the books, ranging from 300 to 500 pages in
length, are updated on a fairly regular basis.
L
For a less encyclopedic approach to co try profiles, the U.S. Department of State pub-
lishes periodically a series entitled Background Notes, short pamphlets (four to eight pages in
length) on approximately 160 countries. Each pamphlet in the series includes information on the
demography, geography, government, economy, history, and foreign relations of the country. In-
cluded also are a statistical profile, brief travel notes, a map, a listing of government officials, and
a brief reading list. Single issues or annual subscriptions of Background Notes can be obtained
from the Government Printing Office.
The Central Intelligence Agency (CIA) makes available basic factual information on
most countries in a source called the CIA Factbook. Available electronically through the Inter-
net, each entry contains three to five pages of background information on such topics as ge-
ography, climate, land use, population, birth and death rates, ethnic divisions, religions,
languages spoken, government divisions, membership in world organizations, and consider-
ably more. These brief country sketches include a map of the country and are updated period-
ically. Most of the government sources of country-specific information are available in printed
form through the Government Printing Office, as well as on-line through the appropriate web-
sites (e.g., the U.S. State Department or the CIA).
Sources of Country-Specific News and Current Events
It would be difficult to find any successful U.S. businesspeople in Chicago, New York, or
Atlanta who was not in the habit of keeping abreast of local, national, and international news
through newspapers, periodicals, and the electronic media. Hardly a day passes without something
being reported that affects one's business or personal life. The same holds true for those conduct-
ing business abroad. In addition to knowing the language, history, and culture of the host country,
the international businesspeople must also be well aware of current happenings. When living and
working in any of the major cities of the world, procuring local English-language newspapers or
news magazines would not be difficult. However, if the U.S. international businessperson is in the
United States or wants to supplement the in-country news coverage, a number of very adequate al-
ternatives are available.
Perhaps the most complete and convenient news-reporting system available is the World
News Connection (WNC), an on-line search service for world current events, sponsored by the
National Technical Information Service of the federal government. WNC offers timely news in-
formation gathered from thousands of media skrvices, including newspapers, periodicals, radio
and TV broadcasts, and books. Subscribers get the most extensive collection of up-to-date in-
formation (military, political, social, scientific, environment, and technical) from around the
world, all of which has been translated into English. The data are organized into eight regions
of the world: Central Asia, East Asia, Near East and South Asia, China, East Europe, West Eu-
rope, Latin America, and sub-Saharan Africa. Under certain subscription plans, WNC will pro-
vide custom-designed profiles, whereby the subscriber defines the type of information required
(subject and geographic location) and WNC will e-mail only those media reports that fit the
profile. I
Sources on Business Customs and Protocols
The most specific form of country-by-country information relates to business cultures, the
do's and don't's of conducting business in a specific country. For the overwhelming majority of the
post-World War I1 era, there was a near total absence of descriptions of foreign business customs
in the international business literature published in the United States. This lack reflected the very
strong position of U.S. business in the world marketplace during the 1950s and 1960s. If the rest of
the world wanted our goods and services, it was thought, they would come to us and play the game
of business according to our set of rules. Since U.S. products and services are no longer the only or
best around-our comer on so many markets simply no longer exists-the U.S. international busi-
ness community is becoming painfully aware that, if we want to sell to other parts of the world, we
will have to go to them and play according to their rules. In short, to be successful in today's high-
ly competitive international marketplace, it is absolutely imperative that we understand the business
customs, practices, and protocols of those with whom we are trying to conduct business.
Although there has been an appreciable amount of literature on different business customs
in the last decade, it remains relatively small and uneven in terms of both quality and countries cov-
ered. Nevertheless, a number of useful sources deserve mention. First, there is a fairly wide and
growing number of individually written books that deal with how to avoid "shooting oneself in the
foot" when trying to navigate through a foreign business culture. The best way to find these works
is to search your local library. To illustrate, a spate of full-length books have appeared recently on
how to understand the often enigmatic (at least to Westerners) business customs of the Japanese.
Such titles as Doing Business with the Japanese (Abecasis-Phillips 1992), Doing Business with
Japanese Men: A Woman k Handbook (Bramen and Wilen 1993), How to Do Business with the
Japanese: A Complete Guide to Japanese Customs and Business Practices (De Mente 1993),
Japanese Etiquette and Ethics in Business (De Mente 1994), Japanese Business: Cultural Per-
spectives (Durlabhji and Marks 1993), Doing Business with the Japanese: A Guide to Successful
Communication, Management, and Diplomacy (Goldman 1994), Hidden Dzferences: Doing Busi-
ness with the Japanese (Hall and Hall 1987), Doing Business with Japan: Successful Strategies
for Intercultural Communication (Nishiyama 2000), and Doing Business with the New Japan
(Hodgson, Sano, and Graham 2000) all sound suspiciously similar, yet they do provide a wide va-
riety of excellent information on the Japanese business culture. The recent interest in Japan and its
strategic importance to the U.S. economy has spawned this plethora of literature. Unfortunately, the
literature on the business customs of Indonesia, Kuwait, or Argentina is considerably more mod-
est, and the literature on the business customs of some of the more obscure parts of the world is
either nonexistent or so superficial or inaccessible that it is virtually useless.
In addition to single volumes on one country, several excellent books dealing with the for-
eign business cultural milieu in general also include helpful country-specific data. For example,
Philip Harris and Robert Moran in their 1996 publication entitled Managing Cultural Differences
discuss key insights into the business cultures of the major regions of the world, including Africa,
Europe, South America, the Middle East, and Asia. As with so much of this literature, the treat-
ment is uneven. Moreover, there is little consistency in the level of specificity or categories of cul-
ture discussed. A more uniform approach is provided by Neil Chesanow (1985) in The World Class
Executive. In fact, the final three-fourths (220 pages) of this volume is devoted to strategies and
tactics for coping with the business cultures in Europe, the Arab world, Japan, China, South Korea,
and Latin America. Terence Brake, Danielle Walker, and Thomas Walker (1995) in their Doing
Business Internationally, devote approximately sixty pages to how cultures in six major regions of
the world (Africa, Asia, Europe, Latin America, the Middle East, and North America) differ on ten
major dimensions of culture.
In their recent cross-cultural compendium entitled Kiss, Bow, or Shake Hands, Terri Mor-
rison, W. A. Conaway and G. A. Borden (1994) examine cultural features, behavorial styles, ne-
gotiating techniques, protocol, and business practices in sixty countries throughout the world.
Each country description, written succinctly in five to seven pages, deals with a standardized set
of issues such as cognitive style, negotiating strategies, locus of decision making, power dis-
tance, punctuality, business entertaining, nonverbal communication, forms of address, and gift
giving. Although hardly definitive, this entry into the cross-cultural business literature is a con-
venient and reasonable place to start.
The Electronic Library
Many of the preceding documentary sources can be located in any good research-oriented
library through the card catalog or the indexing system for U.S. government documents. Within the
last several years, however, the nature of libraries has changed dramatically. Today, the search for
relevant literature on different cultures and business cultures has been made infinitely easier than
in the past owing to on-line electronic searching, which is both fast and comprehensive. For example,
the College InfoTrac databases include vast quantities of periodic literature, including academ-
iclscholarly publications, business literature, and newspaper articles (all easily referenced) going
back to the early 1980s. CARL Uncover provides access to articles from more than 17,000 jour-
nals from the Colorado Alliance of Research Libraries. Firstsearch is a menu-driven electronic ser-
vice providing access to journal databases, newspaper articles, and government reports from 16,000
libraries. EUREKA is an electronic bibliographiccatalog containing over 56 million items held by
the Research Libraries Group, Inc.
In addition to these on-line bibliographic services, vast quantities of cultural data can be
found by surfing the Internet. By using such search engines as Netscape, Google, or Yahoo, it is
now possible to find a great deal of helpful information about the country/culture in which one
wants to do business. It is important to say from the outset that all information found on the In-
ternet is not created equal. With the advent of the mass use of television in the 1950s, anyone could
become a viewer. Today, with the widespread use of the Internet, anyone can become a broadcaster:
Anyone with a little bit of technical know-how can construct their own web page and put any
type of information on it that they please. This necessitates that we learn to look at the sources of
information on the Internet with a critical eye. There are no methods for assessing the accuracy
or validity of Internet information with absolute certainty. Nevertheless, you should look for the
reason(s) that a particular site exists in the first place. Do the people constructing the site have a
"hidden agenda"? Are they putting this information on the Internet for the purpose of educating
you in an objective way? Are they trying to sell you something? Are they trying to convert you
to their particular cause? In most cases, websites that are the property of universities, libraries,
museums, and governments are likely to be the most reliable. Those sites that are put on the In-
ternet by individuals or small, noninstitutional groups and organizations require considerably
more scrutiny.
HUMAN RESOURCES FOR CULTURE-SPECIFIC INFORMATION
Given the generally inaccessible nature of much culture-specific information, the successful in-
ternational businessperson must be creative in his or her search for relevant information. This
search of course requires the use of human resources as well as published ones. Every busi-
nessperson bound for a foreign assignment has a vast variety of experts to draw on, but it requires
knowing where to look. Unfortunately, most businesspeople do not take advantage of the re-
sources at hand, many of which are free. Here are some major sources of expertise that should
be utilized.
One's Own Company
Frequently, expertise on the cultural environment of a particular country can be found in one's
own corporation. Depending on the size of the corporation,people working right down the hall may
have experience in living and working in a specific part of the world. Western multinational cor-
porations are so large and decentralized, with divisions operating independently of one another, that
most divisions usually do not know what types of international expertise exist in other divisions.
If this is the case, the wise international businessperson will do well to contact the one division with-
in the corporation that might have that type of information-the personnel department. Once the
appropriate persons have been identified, they will likely be willing to share all sorts of cultural-
ly relevant information, if for no other reason than they have become instant experts on a subject
of mutual concern.
Academia
Local colleges and universities are excellent sources of culture-specific information. In-
terestingly, U.S. businesses have turned to universitiesfor technical assistance but have not by and
large utilized the cultural, social, or political expertise that is also part of the academic world. Many
mid- to large-sized universities have well-established area studies programs composed of facul-
ty, and often graduate students, who have had considerable experience in various parts of the
world.
For many of these faculty members, the prime purpose for living abroad was to study first-
hand the sociocultural realities of the area. Perhaps the most relevant are the small but growing num-
ber of academic programs in the United States that are designed to integrate international business
studies with area studies (that is, language and culture). Although it would be impossible to list them
all, this type of program is exemplified by the Masters of International Management offered at the
American Graduate School of International Business in Glendale, Arizona; the Masters in Inter-
national Business Studies (MIBS) offered at the university of South Carolina at Columbia; and the
M.B.A.1M.A. in International Management and International Studies at the Wharton School, Uni-
versity of Pennsylvania. Yet even those institutions that do not offer programs in international busi-
ness employ faculty from a wide variety of disciplines with extensive knowledge of different parts
of the world. For example, a sociology professor who lived and conducted research at the Univer-
sity of Cairo for several years will no doubt be a valuable resource on the general cultural, social,
political, and economic environments of Egypt. Such academic experts can be identified with a few
well-placed phone calls to the office of the director of the International Studies Program, the dean
of the Business School, or the dean of Arts and Sciences.
Foreign Trade Offices
In the United States, many foreign governments maintain foreign trade offices (FTOs),
whose very existence is to assist U.S. importers and exporters. Although most FTOs are located in
Washington or New York, some of the larger foreign governments may have branches in other
major cities throughout the country. These offices publish excellent (and usually free) brochures,
booklets, and so forth on both the technical and the cultural aspects of doing business in their
countries. The extent of the services provided by any FTO will vary according to the country's rel-
ative affluence and its commitment to stimulating trade with the United States. The Japan Exter-
nal Trade Organization (JETRO) maintains the most elaborate services. To illustrate, JETRO makes
available over 100 complimentary publications and films on doing business in Japan and employs
Japanese trade experts in New York, Houston, Los Angeles, and San Francisco, to answer person-
al questions. Not all foreign governments provide such extensive services, but frequently helpful
culture-specific information can be obtained from the appropriate embassy in Washington or con-
sulate in other U.S. cities.
Private-Sector Consultants and Trainers
Before the 1950s there were virtually no cross-culturalconsultants specializing in business.

Then with the appearance of William Lederer and Eugene Burdick's The Ugly American (1958) and
the "discovery" of culture shock by Kalvero Oberg (1960), there was an increasing awareness of
the hazards involved in conducting business in an unfamiliar cultural environment. In the past sev-
eral decades, an entire specialized consulting and training industry has developed. The problem
today is not a shortage of qualified cross-cultural consultants and trainers but rather sorting through
all their credentials to find someone with the particular knowledge and skills needed to address a
firm's particular and frequently unique situation. By simply searching any search engine on the In-
ternet by using the term cross-cultural training, you will be directed to the home pages of many
of the leading cross-cultural trainers and consultants.
Consultants and trainers must be able to address the firm's special needs and problems.
Does the consultant have the proper culture-specific experience and training? Are the proposed train-
ing and/or services designed to meet the specific needs and objectives of the corporation? Are the
learning objectives clearly stated? Are the methods of training realistic and compatible with com-
pany policies and procedures? How will the program be evaluated to determine if it has accom-
plished what it promised? Once these questions have been answered to the firm's satisfaction, a
program can be designed and executed. These may include predeparture briefings for internation-
al businesspeople and their families on such topics as customs, history, political structure, and
practical matters necessary for living and working in the assigned country.
In recent years a relatively dramatic increase has occurred in the number of people claim-
ing to be cross-cultural trainers or consultants. Many are well trained and effective, but others may
be considerably less effective or just plain charlatans. Before hiring such cross-cultural trainers, in-
sist on their demonstrating six important qualifications. First, they should possess considerable
knowledge of the target area, gained through both formal academic study and firsthand living ex-
perience. Second, they should understand a number of important anthropologicalprinciples and con-
cepts that they can apply to their country-specific area of expertise. Third, they should have personal
experience with culture shock and should have made a successful adjustment to living in another
culture. Fourth, they should have a sound understanding of their own culture and how their own
values and attitudes influence them. Fifth, they should be experienced trainers who feel comfort-
able using a wide variety of educational strategies, including experiential learning techniques. Fi-
nally, they should have a "presentation of self" that corporate personnel would not find offensive.
THE SEARCH FOR CULTURAL INFORMATION UPON ARRIVAL
So far we have considered a number of possible sources of cultural information that should be
consulted before one's departure for a foreign business assignment.This constitutes the predepar-
ture aspect of one's preparation, which should provide a solid background for the most important
learning that is yet to come. Regardless of how much predeparture preparation has takenplace, the
new arrival will be a stranger in a very different, and perhaps frightening, cultural environment. De-
spite occasional claims to the contrary, this is no different from the position most cultural anthro-
pologists find themselves in when first amving at the site of a field research project. It is now
time for the newly arrived Western businessperson to become his or her own "ethnographer" by
becoming an active learner while immersed in the culture. If the businessperson is serious and
purposeful about mastering the new cultural environment, there should be no shortage of sources
of cultural information, both documentary and human. Moreover, the quality of one's cultural
learning during this on-site phase should be significant because it will be acquired experientially.
In short, if the newly arrived businessperson realizes that the culture is the classroom, the amount
of cultural learning that can occur is virtually endless.
In-Country Documentary Resources
Since tourism represents a welcome source of foreign exchange, most countries make con-
siderable efforts to attract tourists and make certain that they see the sights, spend their money, and
leave with a desire to return. Consequently, most foreign countries, even small third-world coun-
tries, maintain tourist information centers (at least in the major cities), where the new arrivals can
obtain printed information (brochures, booklets, maps, and so on) on things to do and see while in
the country. Thus, one of the first stopping places in your continuing search for cultural informa-
tion is the local tourist center. However, having in your possession information on national mon-
uments, historic sites, scenic areas, and museums is just the beginning of the learning process.
Your understanding of the culture will be greatly enhanced by actually exploring these places and
learning about them firsthand.
It is hard to imagine any country without a public or university library with books on na-
tional history, culture, and contemporary issues. Shortly after arrival, seek permission to use the
local library and get to know the most valuable person there, the reference librarian.
Private-sector bookstores can also be valuable sources of local cultural data. Not only are
you likely to find a number of valuable written sources, but also it is possible to learn a good deal
about a culture by noticing how the bookstores are organized. Are some topics or categories of
books not sold? Are some topics or categories unusually large? Frequently, it is possible to get a
feel for what a particular culture emphasizes by looking at how much space is devoted to certain
topics in local bookstores. For example, several years ago I was struck by the unusually large sec-
tion of books in an all-white bookstore in Johannesburg, South Africa, dealing with self-defense,
martial arts, fortifying your home, and how to use handguns.
One of the best entries into a culture, and by far the most accessible type of documentary
source, is local or national newspapers, some of which will be printed in English. Not only are local
newspapers the best source of contemporary happenings, but also they reflect a wide range of cul-
tural values. To illustrate, what does it say about a society if there are no letters to the editor? If there
is an editorial page, are certain topics restricted or limited? What clues might one get about a cul-
ture if male suitors advertise for "brides wanted" in the classified section? Can information be
gleaned from the jobs section of the classifieds about the degree of labor specialization within the
society? What can you learn about the family structure by reading the obituary pages? What in-
sights into the culture can one pick up by reading the comics? These are only some of the ques-
tions that the culturally sensitive businessperson should raise when reading local newspapers in a
foreign country.
In addition to reading in-country newspapers daily, many have found it helpful to clip and
file some of the more interesting articles. Clipping articles is more convenient than taking notes
and can provide a sizable amount of data that can be referred to and studied for years to come.
In-Country Human Resources
Clearly, it would be unwise to spend all or most of your time in a new country reading var-
ious printed materials. There is no substitute for people, for most of the important insights into a
culture will come from interacting with local people. After all, they are the real experts in the local
culture. Although cultural anthropologists do in fact draw on whatever reliable documentary ma-
terials are available, most of their data come from a combination of being a participant observer
and asking questions of knowledgeable local people. These are the two best sources of cultural
data for the international businessperson as well.
The stock-in-trade of the field anthropologist is participant observation-that is, immers-
ing yourself in the culture to as great an extent as possible while making systematic observations
and recording what is taking place. Although much has been written in recent years about some of
the methodological fine points of participant observation, the primary prerequisite for being a suc-
cessful participant observer is the desire to do so. Unfortunately, many Western businesspeoplewhen
living and working abroad all too often make no attempt to involve themselves personally with the
local culture, preferring instead to spend their leisure time with their families, friends, and colleagues
in a Western ghetto.
Of course, most international businesspeople operate under certain work and time con-
straints not usually facing the field anthropologist,thereby making a total immersion into the local
culture impractical if not impossible. Yet there are a number of opportunities for expatriate busi-
nesspeople to become involved in the local culture. The critical question is whether you choose to
take advantage of these opportunities. If you do, you will increase your cultural learning geomet-
rically, and you will most likely enjoy yourself in the process.
Being a participant observer in the local culture involves making a conscious decision and
taking some personal risks. As a newly arrived participant observer, you will feel very much out
of control of the situation, particularly at first. Much of what will be observed will not be under-
stood, and there will be opportunities at every turn to contract "foot-in-mouth" disease.Yet to suc-
ceed as a field anthropologist or international businessperson, you must be patient and able to live
with ambiguity. Gradually, more and more of what is observed begins to make sense until eventu-
ally an increasingly logical and coherent picture of the culture emerges.
Once you decide to become a participant observer in the new culture, the question of how
best to record the cultural data arises. The best advice is to always carry a pocket notebook. As
new bits of cultural information are experienced, it is important to jot down as soon as possible
some key words that can be transformed into more elaborate notes at the end of the day. Peri-
odically, perhaps every month or two, your daily notes should be reviewed to discover both re-
curring themes and possible inconsistencies, which may require additional focused research to
resolve.
When acting as your own ethnographer, participant observation alone is not enough. Bound
by your own cultural perspective, you can possibly misinterpret what is observed. Thus, as a check,
you should ask questions of local people. Key informants should be chosen carefully, and the sam-
ple of interviews should be as large and representative of the total society as possible.
CONCLUSION
We have explored a number of sources of information available to the international busi-

nessperson when attempting to construct a cultural profile of another country. These sources of
cultural data include both written materials and human resources. They also include resources
that should be consulted in the United States before entering the international business arena, as
well as those likely to be found abroad. This discussion of sources certainly does not pretend to
be definitive but is rather meant to be suggestive. Many valuable data sources have not been
mentioned specifically.
The international businessperson should keep three major points in mind when construct-
ing foreign cultural profiles. First, there is a direct correlation between the amount of culture-spe-
cific information a person has and the success of his or her personal and professional overseas
experience. Second, it is important to be constantly on the lookout for new sources of cultural in-
formation and to be sufficiently creative and open minded to see how they can be integrated with
other sources. Finally, the cultural learning process does not end with an orientation program or
the completion of a reading list; rather, it is an ongoing process that starts before leaving home and
continues throughout one's assignment abroad.
The aim of this appendix has been to explore some sources of information that can help the
international businessperson acquire a measure of "cultural literacy" when entering a foreign busi-
ness setting. According to E. D. Hirsch (1987), literacy requires more than knowing how to read;
it also requires a certain level of comprehension of background information about the culture. Just
as a U.S. high school graduate cannot be considered culturally literate if he or she identifies Karl
Marx as one of the Marx Brothers or the Great Gatsby as a magician, the international busi-
nessperson attempting to conduct business in Germany cannot be considered culturally literate
without knowing something about Nietzsche, Wagner, and the Schwarzwald.The sources discussed
in this appendix are intended to provide the Western international businessperson with a starting
point in the quest for "literacy" in another culture.
References
Abecasis-Phillips, John. 1992. Doing business with the Japanese. Lincolnwood, Ill.: NTC Business
Books.
Adler, Nancy. 1997. International dimensions of organizational behaviol: 3d ed. Cincinnati: South-
western.
Adler, Peter. 1975. The transitional experience: An alternative view of culture shock Journal of Hu-
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Photo Credits
Chapter 1: Page 3 (top): DeVoreI Anthro-Photo File; page 3 (bottom): Elizabeth

BriodylGeneral Motors Media Archives; page 11: SuperStock, Inc.; page 12: O The 5'h Wave,
www.the5thwave.com
Chapter 2: Page 22: Mahaux PhotolThe Image Bank, page 25 (top): Gary P. Ferraro; page 25
(bottom): Gary P. Ferraro; page 28 (top): Steve Raymer/NGS Image Collection; page 28
(bottom): Gary P.Ferraro; page 34: Joseph Van OsIThe Image Bank.
Chapter 3: Page 49: Loren SantowlStone; page 53: Robert Huntzinger/Corbis/StockMarket;
page 60: William Taufic/Corbis/Stock Market; page 63: Myrleen CatePhotoEdit.
Chapter 4: Page 78: Charles GuptontStone; page 81: Gary P. Ferraro; page 85: Greg
Peaselstone; page 88: M. Bertinettiffhoto Researchers, Inc.; page 91: Lome Lassiter.
Chapter 5: Page 100: Alan Schein/Corbis/StockMarket; page 104: Doug MillsIAp~Wide
World Photos; page 108: Tom & DeeAnn McCarthy/Corbis/StockMarket; page 118: M.
Ferguson/PhotoEdit.
Chapter 6: Page 130: Lori Adamski PeeWStone; page 135: Gary P. Ferraro.
Chapter 7: Page 146: Darnner SaduaWSuperStock,Inc.; page 151: SunstarPhoto Researchers,
Inc.
Chapter 8: Page 162: Stewart CohenIStone; page 166: Frank HerholdtIStone; page172:
SuperStock, Inc.; page 175: Bruce AyresIStone.
Index
Abecasis-Phillips, J., 192 as polite, 69

Aboriginal people, 40 yes response by, 59
Activity orientation, 99 AT&T, 7
Adler, Nancy, 122 Australia, equality in, 105
Adler, Peter, 14546 Australian Bushman, 21
Advertising campaigns, 8,48-49,166 Austria, tough society in, 109
Africa. See also Central Africa; East Africa; North Africa; West
Africa Baba, M. L., 6,189
languages in sub-Saharan, 51,75 Background Notes (U.S.Department of State), 191
notions of time in, 119 Ball-Rokeach, S. J., 143
number of cultures in, 24 Barham, Kevin, 171,174
Ainu of northern Japan, 74 Bamum, C., 64
Albania, socialist economy in, 26 Barren, Richard, 39,42
Allport, F. H., 82 Basuto of South Africa, 74
American English. See also English language Bates, Daniel, 54
baseball colloquialisms in, 54 Baxter, J. C., 89
euphemisms in, 66 Beals, Alan R., 52
self compounds in, 56 Beals, Ralph L., 52
slang in, 65 Beauty, cultural ideas of, 25
technology terms in, 53-54 Befu, H., 78
Anderson, David, 8 Belief system, supernatural, 29
Anthropological linguistics, 4 Berlin Wall, 9, 11
Anthropological linguists, 2 Bemstein, Basil, 57-58
Anthropological perspective, 2-6 Besner, Patricia, 49
Anthropologists, 2 Biculturalism, 145
Anthropology Bilingualism, 62
cross-cultural perspective of, 5 Biological processes, c u l m an4 22-24
subfields of, 2 4 Birdwhistell, R. L., 82
theories of, 18 Bini, R., 83
traditional approach to, 188-89 Black, J. Stewart, 7, 159, 164, 168, 171
Arab culture. See also Middle East Bodily contact, 89-93
anti-alcohol attitudes of, 8 Bodily mutilation, 23-24,33
conversational distance an4 88-89 Body posture, 7 6 7 9
eye contact an4 78.85 Borden, G. A, 192
nonverbal communication and, 75 Borneo, Dyak people of, 74
Arabic language, verbal exaggeration in, 61 Bororo people, 85
Archaeologists, 2 Borrowine culture. 31-32
Archaeology, 4 Bowing, 77-78 '
Area Handbooks, 191 Brake, Terence, 66,99, 109, 116, 171, 192
Argyle, Michael, 83, 85, 90 Brannen.. C... 192
Aron, Paul, 48 Brazil
Arpan, J. S., 9 conversation in, 61
Artifacts, 2 kissing in, 90
Asians. See also China; Japan misused airline slogan in, 8
as ''in~cmtable,'' 136 Brett, Jeanne, 125
Index 209
Briody, Elizabeth, 3 Competency, international, 15-17

Brislin, Richard, 146 Competition, 109
Britain. See also England; Great Britain Complexity, 32
English language in, 4 S 5 0 Conaway, W.A,, 192
Brown, Roger, 62 Condon, John, 56,74,77,99,109,111
Buck, Ross, 110 Conversationaltaboos, 69-70
Buller, David B., 94 Cook, Mark, 85
Burdick, Eugene, 195 Corporate anthropologist,3
Burgoon, Judee K., 94 Country Studies series, 191
Burma, Padaung tribe in, 23 Counts, Monika, I6
Bush, George (President, 1992), 81 Cross Cultural Adaptability Inventory (CCAI), 161
Business slang, 65 Cross-cultural consultants, 195
Cross-culturalnegotiation. See Negotiation, mss-cultural
Canada Cross-cultural perspective, 5
equality in, 105 Cross-culturalscenarios
individualism in, 100 Chapter 2,4345, 180-81
Cannon, W., 24 Chapter 3, 7&72, 181-82
Caribbean culture, conversational distance in, 87 Chapter 4,9696, 182-83
CARL Uncover, 193 Chapter 5, 122-24, 183-84
Casagrande, Joseph, 55,64 Chapter 6, 1 4 W 1 , 1 8 4 8 5
Caudron, Shari, 15 Chapter 7, 15&56,185-86
Central Africa, Pygmies of, 21,26 Chapter 8, 178-79, 18687
Central IntelligenceAgency (CIA), 191 Cross-cultural skills, 165-66
Chambers, Ewe, 1 Cross-cultural training (CCT), 163-68
Champness, B. G., 84 competencies emphasized in, 172-77
Change, culture, 29-34 private sector consultants for, 195
Chesanow, Neil, 192 Cuba, socialist economy in, 26
Cheyeme people, Sun Dance of, 23 Cues, nonverbal. See Nonverbal communication
Ch~efexecutive officers (CEOs).
~
157
,, -~ Cultural anthropology
Children business and, 6 7
"baby talk" with, 64 cultural anthropologist,2
in collectivist societies, 102-3 defined, 4-6
in hierarchical societies, 106 popular perception of, 1
in individualisticsocieties, 102 Cultural borrowing, 31-32
socialization of, 2&21 Cultural change, 29-34
China. See also People's Republic of China Cultural diffusion, 30, 33
ethnocenhism in ancient, 35 Cultural environment, awareness of, 9-15
indirect communicationstyle in, 59 Cultural generalizations,132-33
kissing in, 36 Cultural information
negotiation and, 131 business customs and protocols, 192
smiles in, 83 country-specific news and current events, 191-92
Chinese language, 59 country-specific series, 190-91
CIA Factbook, 191 culture-specific associations, 190
"Civil inattention;' 86 electronic library, 193-94
"Civilized" societies, 32 familiarity with specific, 150
Clancy, Tom, 131 Human Relations Area Files (HRAF) database, 189-90
Clinton, Bill, 104, 106 human resources for, 194-96
Coca-Cola in-country documentary resources, 196
foreign sales of, 10 in-country human resources, 196-97
unsuccessful global manager at, 162 private-sector consultants and trainers, 195-96
Cognitive complexity, 174 traditional anthropological, 188-89
Cognitive dissonance, 137 U.S. government sources, 190-91
Cognitive flexibility, 174-75 Cultural learning, 20-21
Collectivism,individualism vs., 100-4 Cultural self-awareness, 165
College Info%c databases, 193 Cultural universals, 24-29
Collectivist societies, 102-4 economic systems an4 26-27
Collett, Peter, 79-80 education systems, 28
Collins, Robert, 42 maniage and family, 27
Comanche language, 64 social control systems, 28-29
Communicatingacross cultures supernatural belief systems, 29
language, 4672. See also Communication; Language Cultural values, 97-124
negotiation. See Negotiation, cross-cultural dimensions of, 99
nonverbal dimension, 73-96 equality-hierarchydimension, 104-7
Communication. See also Communicatingacross cultures; individual-collective dimension, 1 0 W
Language time dimension, 115-20
direct vs. indirect, 60-61 tough-tender dimension, 108-12
explicit vs. implicit, 57-62 uncertainty-avoidance dimension, 111-14
high- vs. low-context, 5 8 6 2 Culture
nonverbal, 73-96 basic components of, 33
skills of global managers, 160 biological processes and, 22-24
Communication patterns communicating across, 4672. See Communicatingacross
familiarity with local, 150 cultures
mastering, 1 6 4 5 5 defined, 18-20
Comparative perspective of anthropology, 5 high- vs. low-context, 58-62
Compatibility, 30 high- vs. low-touch, 91-92
210 Index
Culture (continued) English language. See also American English

host, reducing clashes with,15k54 "baby talk" in, 64
as integrated wholes, 3 7 4 1 in Britain vs. U.S., 49-50
interrelated parts of, 38 Navajo language vs., 51-52
language and, 53-57 use of, 47
as learned, 20-22 Equality-hierarchy dimension, 104-7
Culture fatigue, 143
Culture shock
-
Eskimo laneuaee.- . 54.67
.
Ethical responsibilities, culture change and, 34
cross-cultural training and, 163 Ethiopia, affirmation signal in, 74
defined, 142 Ethnocentrism,35-37
dimensions of, 143 Euphemisms, 65-66
minimizing, 148-54 EUREKA catalog, 193
nature of, 14248 European cultures
reentry shock, 146-48 conversational distance and, 89
stages of, 144-45 hand gestures an4 80
symptoms of, 144 touching in, 91-92
Culhrrgrams, 190 European Economic Union, 10
Current events, information sources on, 191 Eve, Raymond, 16
Customs, sources on business, 192-93 Expatriates. See also Global managers
failure rates among US., 15
Dalton, Maxine, 99, 157, 110-1 1 reduction of US., 158
Dalton, Harry, 103 repatriation of, 159,168-71
Darwin, Charles, 82 Explicit communication,57-62
Davis, Flora, 86 Eye contact, 84-86
Davis, Kingsley, 20
Decision making, risk associated with, 176 Facial expressions, 82-84
"Decompression time,'' 171 Family
De La Torre, Jose, 162 collectivist society and, 102
De Mente, B., 192 as cultural universal, 27
Denison, Daniel R., 6 global managers and, 16143
Denmark, uncertainty avoidance in, 112 individual-orientedsocieties and, 101
Dickson, W. I., 6 in tough society, 110
Differentiation, 174 Farb, Peter, 52,6243
Diffusion, cultural, 30, 33 Feldman, D. C., 148
Distance . Figg, J., 157
personal. See Proxemics Fiji, firewalkers in, 23
power, l I3 Firstsearch, 193
Discover, as mechanism of change, 30 Flexibility
Doing Business IntemationaUy (Brake, Walker and Walker), 192 cognitive, 1 7 4 7 5
Doing vs. being, 109 cultural adaptation and 152
Driver, Harold E., 32 negotiating and, 134
Downs, James, 19 Ford, Marguerite, 62
Dunbar, Edward, 159 Foreign trade ofices (FTOs), 194-95
Durlabhji, S., 192 Fossils, anthropologistsstudying, 2
Dyak people, 74 Foster, Dean Allen, 131, 134
France, public eye behavior in, 86
East Africa Frank, Sergey, 92
bodily mutilation in, 33 Franklin, Benjamin, 102
Kikuyu people of, 21,38-39 Freidman, Thomas, 9, 11
Masai people of, 23,35 Friedman, Ira, 68
Nandi proverb in, 67 Friesen, Wallace V,82
Economic systems, 2 6 2 7 Frost, Peter I., 6
Education Fu, M. Y.C., 9
as cultural universal, 28 Fung Kwok Keung, 21
individualism and, 102 Future-oriented societies, 118-20
Edwards, Linda, 15
Efron, David, 79 Gardner, Burleigh, 6
Egalitarian societies, 106 Gates, Stephen, 157
Eibl-Eibesfeldt, I., 82 Gaze. See Eye contact
Eisenberg, A. M., 74 Geertz, Clifford, 5
Ekman, Paul, 82 Gender differences in language, 64
Elaborated language codes, 58 General Motors Research Labs, 3
Electronic library, 193 Genocide, 39
Ellsworth, P. C., 82, 84 Gennans, personal space and, 89
Ember, Carol, 2 Gestures, 79-82
Ember, Melvin, 2 Gikuyu language, 119
Emerson, Ralph Waldo, 84 Globalization, 9-13
Emotions Global managers, 157-79
internalizing of, 110 cognitive complexity of, 174
masking one's, 83 cognitive flexibility of, 174-75
resiliency of, 176 communicationskills of, 160
Encyclopedia of Associations (Sheets), 190 contradiction balancing by, 176
Engholm, Christopher, 6061,83 cross-cultural training (CCT) for, 16348, 172-77
England. See also Britain; Great Britain emotional resilience of, 176
touching in, 92 family circumstancesof, 16143
Index 211
global teamwork and, 176-77 company, 194

motivation of, 161 foreign trade offices, 194-95
perceptual acuity of, 175-76 in-country, 19697
personality traits of, 160-61 private sector consultants, 195
personal autonomy of, 175 Humor, 6 8 6 9
perspective of, 173-74 Hussein, Saddarn, 68
repatriation of, 168-71
risky decisions and, 176 IBM, 7
selection of, 15963 India
successful leadership of, 173-74 affirmation gesture in, 4
in twenty-first century, 171-78 Koga people of, 54
Global mangers Individualismvs. collectivism, 100-4, 125
Global mind-set, 173 Individualist societies, 101-2
Global negotiator, 139-40 Indonesia, temporal pace in, 115
Gofhan, Ewing, 86 Information, cultural. See Cultural information
Goldman, A,, 192 Information technology, revolution in, 10-13
Golf, 130 Innovation
Goodman, Neal, 166 adaptability of, 30,32
Gordon, Gary, 159 as mechanism of change, 30
Gorer, Geoffrey, 82 Integration, 174
Gradual adjustment stage of culture shock, 145 Intel Corporation, design ethnographers at, 6-7
Graham, John L., 192 Intemcr series (Renwick), 190
Graves, T. D., 89 ~ntercomectedness,examples of, 10
Great Britain. See also Britain; England Interdependence,increasing, 9-13
individualism in, 100 International business
Greece cultural anthropology and, 4
eye contact in, 85 culture and, 7-9
uncertainty avoidance in, 112 failures in, 7
Greengard, Samuel, 202 International Business Blunders (Ricks, Fu, and Arpan), 9
Gregersen, H. B., 7, 159, 168, 171 International competency, 15-17
Group orientation. See Collectivist societies Internet, instantaneouscommunicationvia, 10
Guatemala, collectivism in, 101 Interpreter, 13839. See also Translator
Gudykunst, William, 59, 149 Irritation and hostility stage of culture shock, 145
Gulf War, verbal dueling and, 68 Italy
Guthrie, G. M., 143 hand gestures in. 79
pizza&om, 32
Hall, Edward, T.,46, 58,85,8749,98, 116,75, 78, 192 tough society in, 109
Hall, J. A,, 94
Hall, M. R., 192 Jaguar (auto company), 48
Hall, Mildred, 98 Japan
Hampden-Turner, Charles, 105, 109, 117 Ainu people in, 74
Hand gestures, 79-82 hooks on customs in, 192
"Hardship posts," 161 bowing in, 77-78
Harris, Philip, 192, 202 business cards in, 107
Harrison, Randall, 79 collectivism in, 101
Health precautions, 153 cultural differences between US. and, 42-43
Hellmann, Peta, 113 eye contact in, 85
Heron, J., 84 indirect messages in, 126
Herskovits, M. J., 19 in-groups and out-groups in, 56-57
Hewes, Gordon, 76 role of listener in, 131
Hewlett Packard, 7 signing a contract and, 129
Hickerson, Nancy, 54,63 smiling in, 84
Hidden Dimension, The (Hall), 87 social rank in, 106-7
Hierarchical societies, 104, 106-7 teamwork in, 8, 102
High-context cultures, 5 8 4 2 temporal pace in, 115
High-touch cultures, 91-92 tough society in, 109
High-uncertaintyavoidance societies, 114 uncertainty avoidance in, 112
HVa form of verbal dueling, 68 U.S. cultural arrogance and, 16
H~rsch,E. D., 198 Japanese associations, 190
Hodgson, John, 192 Japanese language
Hofstede, Geert, 99, 109-1 1, 113 greeting in, 57
Hoijer, Hany, 52 negative verbal messages in, 59
Holidays, negotiations and, 133 use of silence in, 61
Holmes, Lowell, 32 Japan External Trade Organization (JETRO), 194
Home Book of Proverbs, Maxims and Fomiliar Phrares, The Javanese language, social address in, 63
(Stevenson), 66 Jensen, J. V, 74,79,82
Honeymoon stage of culhlre shock, 144-45 Jessup, Jay, 116
Hong Kong, uncertainty avoidancein, 112 Jessu~.Maeeie. 116
Honorifics, 63 Jet lag; 1 2 f - .
Howard, Cecil, 171 Johnson, R. Boyd, 173
Huebener, Theodore, 47 Jokes, 6 8 6 9
Hwnan nature orientation, 99
Human Relations Area Files (HRAF) database, 189-90 Kapp, Robert, 59
Human resources information, 193-97 Katzner, Kemeth, 51
academia, 194 Kelley, Colleen, 161
212 Index
Kelly, W. H., 19 Malaya, Semang people of, 74

Kennedy, Gavin, 129 Malaysia, hierarchical society in, 105
Kenya Managing Cultural Dif/erences (Hams and Moran), 192
bodily mutilation in, 33 MaRana syndrome, l I6
collectivism in, 102 Man-nature orientation, 99
Kikuyu people in, 23 Maori people, kissing a& 36
notion of time in, 119 Marks, N. E., 192
Khruschchev, Nikita, 81 Marriage, as cultural universal, 27
Kikamba language, 119 Marsh, Peter, 79-80
Kikuyu of Kenya and East Africa Masai of East Africa
bodily contact and, 90-91 attitude toward cattle, 35
bodily mutilation by, 23-24 bodily mutilation by, 23,33
cultural confimtion of, 38 Masculine-feminine dimension, 109
ethnocentrismand, 35 Mayo, Elton, 6
Kim. Y.Y.. 59. 149 MBA programs, international courses in, 16
Kiss, ~ o y ' oshake
r Hands (Morrison, Conaway, and Borden), Mbiti, John, 119
192 Mead, Margaret, 109
iss sing, 36,90 Mehrabian, Albert, 91
Kluckhohn, Clyde, 19.22 Mendenhall, Mark, 7, 159, 164, 169, 171
Kluckhohn, Florence, 99-1 00,109, 111,118 Mexico
Knapp, M. L., 82 "Got milk? slogan in, 8
Koasati language, 63-64 maRana syndrome in, 116
Kobrin, Stephen, 157-58 solar stoves in, 19
Koga of southern India, 54 tough society in, 109
Kohls, L. Robert, 58, 144 Meyers, Judith, 161
Kottak, Conrad, 87,90 Middle East. See also Arab culture
Kotter, John P., 6 conversational distance in, 88
h e r , Chevis, 64 Minerals, U.S. reliance on imported, 10
Kroeber, A. L., 19 Miscues, international business, 8-9
Kuethe, J. L., 87 Mitchell, Charles, 86
Kukuyu people, 21 M~zutani,O., 57
Kupfer, Andrew, 16 Monochronic time, 116
Kuwait, Iraqi invasion of, 68 Montaeu. Ashlev. 90-92
~ o r a n r ~ o b ef.;
r t 126,192
LaBarre, Weston, 74.82 Moms, Desmond, 79-80
Language, 4672. See also Communication Momson, Tem, I93
"baby talk:' 64 Morsbach Helmut, 61,77,82-85
anthropologistsstudying, 2 Motorola Corporation, 7
conversational taboos, 69-70 M-time societies, 119-20
culture an4 53-57 Multifocus, 116
defined, 50 Multilingualism,62
euphemisms, 65-66 Murdock, George Peter, 189
formality and informality in, 106 Muslims, pork prohibition by, 30
humor and, 68-59 Mutilation, bodily, 23-24, 33
international business and, 46-50
learning a second, 4 7 4 8 Namibia, Bushman hunters in, 21,2627
linguistic diversity and, 50-53 National Technical Information Service, 1
major world, 52 91
proverbs, 66-67 Native Americans
proxemics as "silent:' 86-89 Cheyenne nation, 23
restricted vs. elaborated codes in, 58 European culture and, 32
silent. See Nonverbal communication languages among, 51-52
slang in, 65 Navajo language, 51-52.55-56
social context and, 62-65 Navajo people, 22-23
Spanish-speakersin Miami, 10 eye contact by, 85-86
translation problems an4 4 8 4 9 Negotiation,cross-cultural,12541
verbal dueling, 67-68 &mmun~cat~on style and, 136
Lanier, Alison, 8 cultural eeneralizat~onsand 132
Lederer, William, 195 flexibility and, 134
Levine, Robert, 115 the global negotiator, 1 3 9 4 0
Laus and the Olive Tree, Tbe (Freidman), 11 interests underlying positions, l3&32
Linton, Ralph, 3 1 interpreters an4 138-39
Listening listening vs. speaking, 13638
active, 137, 152 long- vs. short-term relationships, 129-30
vs. speaking, 13638 nature of, 126-27
Little, K. B., 87,89 preparation and, 13636
LooseIP-time societies, 119-20 sensitivity to timing, 133
Low, J., 6 strategies for, 129-38
Low-context cultures, 58-62 where to negotiate, 127-29
Low-touch cultures, 91-92 Netherlands, individualism in the, 100-1
Low-uncertainty avoidance societies, 113 New Guinea
bodily mutilation in, 23
McClelland, David, 109 languages in, 51
McDonald's, 133 News and current events information, 191
Machan, Dyan, 48 Nishiyama, Kazuo, 192
Index 213
Nonverbal communication, 73-96 Public places, eye contact in, 85-86

bodily contact, 89-93 Purdue, Frank, 8
body posture and, 76-79 Pygmy of Central Afkica, 26
eye contact, 8 4 8 6
facial expressions, 82-84 Quatar, anti-alcohol attitude in, 8
gaze, 84-86
hand gestures, 79-82 Reagan, Ronald, 106
nature of, 73-76 Reentry shock, 1 4 M 8
proxemics and, 86-89 Reeves-Ellington, Richard, 189
topics of, 74-75 Relational orientation, 99
touching, 8 S 9 3 Relationships, long- vs. short-term, 129-130
North Africa, Taureg people in, 85 Relative advantage, 30
North American Free Trade Agreement (NAFTA), S 1 0 Religion
Nose blowing, ethnocentrism about, 36 body postures and, 77
Nuer of the Sudan, 54 supernatural belief systems and, 29
Renwick, George, 190
O b q , Kalvero, 1 4 2 4 , 1 9 5 Repatriation, 159, 168-71
Observability, 32 Research Libraries Gmup, Inc., 193
Observation, participant, 5, 188 Restricted language codes, 58,61
Oddou, Gary R., 159 Reynolds, J. I., 16
Offerman, Lynn, 114 Rhinehart, Joseph, 21
Okumura, Tetsushi. 125 Rhinesmith, Stephan H., 6
Olson, A (Seager and Olson), 109 Rice, G. H., 16
Organizational research, human relations school of, 6 Richardson, Friedrich, 6
O'Shaughnessy, Marie, 79-80 Ricks, David A,, 9
Osland, Joyce S., 171 Robinson, Richard, 29
Outline of Cultuml Materials (OCM) (Murdock), 189 Roethlisberger, F. J., 6
Outline of World Cultures, The (Murdock), 189 Rogers, Everett, 30
Role shock, 143
Pacific Islanders Rosen, Robert, 13
bodily mutilation by, 23 Rosenthal, Robert, 94
kissing and, 36 Rowland, Diana, 61
Padaung tribe, bodily mutilation in, 23 Rugh, William, 14
Panama, hierarchical society in, 105 Ruhley, Sharon, 35
Parsons, Talcon, 109
Participant observation, 5, 188 Salacuse, Jeswald, 129
Past-oriented societies, 118, 120 Salmans, Sandra, 49-50
Patrilineage,38-39 Samovar, Larry A., 76
People's Republic of China Sano, Y o s h i i , 192
brochures inappropriatefor, 166 Sapir, Edward, 55
socialist economy in, 26 Sapir-Whorf hypothesis, 55-56
People's Republic of China. See also China Saudi Arabia
Perceptual acuity, 175-76 conversationaldistance in, 88
Perlmutter, Howard, 16 Koranic schools in, 4
Personal autonomy, 175 pork prohibition in, 30
Personality traits, 160-61 Scheinfeld,Amram, 21
Personal space. See Proxemics Seager, J, 109
Persuasion, 126 Semang of Malaysia, 74
Pervasive ambiguity, 143 Sequential time, 115-18
Philippines, hierarchical society in, 105 Serrie, Hendrick, 19
Physical anthropology, 2 , 4 Shane, Scott, 112-13
Pike, E. Royston, 36 Sharp, Lauriston, 40
Pizza, 32 Sheets, Tara E., 190
Plog, Fred, 54 Sheflen, Albert E., 91
Polyand~~, 30 Sherry, John, 6-7
Polychronic time, 116 Shils, Edward, 109
Polygny, 37-39 Shimoda, K., 83
PONS (Profile of Nonverbal Sensitivity) test, 94 Shimonishi, R., 57
Poor Richardk Almanac (Franklin), 102 Shuter, Robert, 92
Porter, Richard E., 76 Singapore, uncertainty avoidance in, 112
Portugal, uncertainty avoidance in, 111 Single focus, 116
Power distance, 113 Slang, 65
Precisem-time societies, 119 Slater, Jonathan, 48
Present-orientedsocieties, 118, 120 Slogans, 8
Price, Bob, 16 Smith, R. R., 74
Primitive cultures, 21 Social context, language and, 62-65
American notions of, 51 Social control systems, as cultural universals, 28-29
"civilized" societies vs., 32 Socialization, 2 6 2 2
kissing and, 36 Solomon, C. M., 160
language in, 51 Sommer, R., 87
Pmthro, E. T., 61 Sot0 (out-group), 5 6 5 7
Protocols, sources on business, 192-93 South America
Proverbs, 66-67 conversational distance in, 87
Proxemics, 86-89 eye contact by Indians in, 85
P-time societies, 119-20 Squibb, successful global manager at, 162
214 Index
Status cultural arrogance an4 16

in hierarchical societies, 106-7 cultural borrowing in, 31
language and, 64 cultural differences between Japan an4 42113
Stein, Jess, 65 direct foreign investments in, 10
Stereotyping economic system in, 26
avoid overreliance on, 132-33 equality in, 105
time dimensions an4 122 foreign born population in, 10
Stevenson, Burton, 66 as future-orientedsociety, 119
Stress. See also Culture shock individualism in, 100-2
managing, 153 international competency problem in, 15-17
Stripp, William, 126 negation gesture in, 4
Strodtbeck, Fred L., 99-100, 109, 11 1, 118 overseas investments of, 10
Sudan as "salad bowl" vs. "melting pot," 98
Nubian bodily mutilation in, 23 social address in, 62
Nuer people of, 54 temporal pace in, 115
Supernatural belief systems, 29 touching in, 92
Swaziland, collectivism in, 102 uncertainty avoidance in, 112
Sweden, equality in, 105 world interdependenceand, 13-14
Synchronized time, 115-1 8 Universals, cultural, 24-29
Upjohn Corporation, 189
Taiwan, collectivism in, 101
Takahashi, Dean, 7 Value orientations, 99
Tanzania Values, cultural. See Culhural values
bodily mutilation in, 33 Value system, 97
value on group in, 98 Venezuela, collectivist society in, 103
Taureg of North Africa, 85 Verbal communication. See Language
Teagarden, Mary B., 159 Verbal dueling, 67-68
Technology, information, 10-13
Temporal values. See Time dimension; Time orientation Walker, Charles, 6
Tender societies, 108, 11&11 Walker, Danielle, 66, 99, 109, 116, 171, 192
Terpstra, Vem, 47 Walker.Thomas. 66.99.. 109.. 116,. 192
Time dimension warnei, w L., 6
negotiation an4 133 Watson, 0.M., 85, 89
past, present, and future orientations, 118-20 Weeks, David, 171
precise vs. loose reckoning of time, 115 West Africa
sequential vs. synchronized time, 115-18 "bush schools" in, 4
Time orientation, 99 color green in, 34
Touching, 89-93 West Indies, male and female words in, 63
Tough societies, 108-10 Whorf. Beniamin Lee.. 47.. 55
Tough-tender dimension, 108-12 ~ i l e n , ' ~152
.,
Training, cross-cultural, 16348, 172-73, 195 Wills, Stefan, 171, 174
Transitional experiences," 145 Wilson, Meena, 99, 110-11. 157
Translation errors, 48-49 Witchcraft, 24
Translator, 47, 138. See also Interpreter Wihrto people, 85
Trialability, 32 Wolfe, E., 115
Trompenaars, Alfons, 105, 109, 116 Wolniansky, N., 64
Tung, Rosalie, 7, 158, 162 Women. See also Gender differences
Turkish language, verbal dueling in, 67 hand gestures and, 80
Tyler, Edward, 19 in tough societies, 109
Wood Julia 64
U.S. culture, odors in, 97 woodall, W' Gil, 94
U.S. ghettos, 152 World Class Executive, The (Chesanow), 192
U.S. government information sources, 190-91 World News Connection p#NC). 191-92
Uchi (i-group), 5 6 S 7 Worldview, 47
UglyArnerican, The (Lederer and Burdick), 195
Uncertainty-avoidance dimension, 111-14 Xerox Corporation, 7
United States
Americanized pizza in, 32 Ya'ari, Ehud, 68
Bill of Rights, 102 Yir Yoront culture, 40
"civil inattention" in, 86 Yousef, Fathi, 74, 77,99, 109, 111

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F O U R T H E D I T I O N

THE CULTURAL DIMENSION OF

Upper Saddle River, New Jersey 07458

VP, Editoral Director: Laura Pearson Photo Researcher: Sheila Norman

All rights reserved. No part of this book may be

Printed in the United States of America

1. Cultural Anthropology and International Business, I

2. Culture and lnternational Business: A Conceptual Approach, 18

3. Communicating across Cultures: Language, 46

4. Communicating across Cultures: The Nonverbal Dimension, 73

5. Contrasting Cultural Values, 97

The Time Dimension, 115

6. Negotiating across Cultures, 125

7. Coping with Culture Shock, 142

8. Developing Global Mdinagers, 157

~ommunicatiohSkill 160 Personality Traits 160

Appendix A Cross-Cultural Scenario Discussions, 180

Appendix B Locating R'elevant Cultural Information, 188

Documentary Sources Useful in Developing a Cultural Profile, 190

Photo Credits, 207

I. Culture-General Approach: Making the Connections between

Chapter 2 provides an in-depth look at the concept of culture, what generaliza-

II. Understanding Communication Patterns--Verbal And Nonverbal

In Chapters 3 and 4 we examine some of the critical dimensions of communication,

Ill. Cultural Self-Awareness: Their Values and Ours

IV. Culture-Specific Approach: Finding Relevant Cultural Information

The final segment of this four-pronged approach involves a discussion of how

THE ANTHROPOLOGICAL PERSPECTIVE

In addition to being comparative, the anthropological perspective has another dis-

thropologists has been the comparative study of sociocultural organizations wherever,

CULTURAL ANTHROPOLOGY AND BUSINESS

CULTURAL AND INTERNATIONAL BUSINESS

Whether dealing with issues of marketing, managing, or negotiating, the success or

THE NEED FOR GREATER AWARENESS OFTHE CULTURAL ENVIRONMENT

INTERNATIONAL COMPETENCY-A NATIONAL PROBLEM

Anthropologist Hendrick Serrie has provided an excellent example of how an an-

The learned nature of culture is dramatically illustrated by Amram Scheinfeld, who

CULTURE INFLUENCES BIOLOGICAL PROCESSES

All cultures of the world--despite many dzfferences-face a number of common prob-

Here are two examples of

Marriage and Family Systems

Social Control Systems

Supernatural Belief Systems

1 . Relative advantage: the extent to which an innovation is thought to be superior to whatever it

Sometimes the reinterpretationprocess invoives a change in function but not form.

Most culture change occurs through a process of diffusion.

All cultures-to one degree or another-display ethnocentrism, which is perhaps the

Sharon Ruhley tells a rather humorous story of ethnocentrism:

CULTURES ARE INTEGRATED WHOLES

The various parts of a culture are all tnterrelateci,to some degree,.

2-5 A U.S. fertilizer manufacturer headquartered in Minneapolis decided to venture into

Why was this an ethnocentric conclusion?

THE NEED FOR LINGUISTIC PROFICIENCY IN INTERNATIONAL BUSINESS

If the success of the international businessperson is to be maximized, there is no substitute

a knowledge of a customer's language distinct sales value. This is particularly true in

Thus, proficiency in a second language the international businessperson to un-

If you want to communicate effectively in

52 Communicating across Cultures: Language

TABLE 3-1 MAJOR LANGUAGES OFTHE WORLD

1. Mandarin China 885