Abstract

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4c Evaluate the outcomes of interpersonal interactions between people of different cultures (CLO 1, CLO 3, CLO 4)

In the world of business, the English language is seen as common ground. But cultural practices may trump that common business language. As you read this selection compare the managerial communication practices of Japanese, American, and Canadian businesspeople. Then reflect on what we know about the cultural dimensions of these three diverse groups to see the parallels and challenges that may arise in the business boardroom.

International management studies have been based primarily on the comparison of managerial behavior in countries around the world. Often, these studies have implied that business-people behave similarly with their domestic colleagues as with their foreign counterparts. In questioning that assumption, this study tests whether intra-cultural behavior accurately predicts cross-cultural behavior. Using a negotiation simulation and a sample of 462 Japanese, American, and Canadian business people, behaviors in cross-cultural negotiations were found to differ in some important ways from those in intra-cultural negotiations.

Source: Nancy J. Adler and John L. Graham
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