Intercultural Communication in International Business and the International Business Context of Dimensions of Culture

Managers of multinational corporations admit that the success of their organization depends on how well their employees are able to deal with cultural complexities and to understand, accept and respond to the cultural differences of their team members (Matveev &amp. Milter, 2004).
There are a number of idiosyncrasies associated with American management theories. The very concept of ‘management’ in itself incarnates in various forms in various cultures. Business schools are almost non-existent in Germany and the highly skilled German workers do not require a manager of the American prototype. In most western countries, a clear demarcation is made between professional and personal life. The synthetic world view of eastern societies particularly of Japan insists that everything is personal and not surprisingly, the Japanese Koreans and Chinese have strong corporate loyalties with most employees aspiring to work for a lifetime. In these cultures, non-verbal communication gains higher priority over grandiose oratory making communication economical and fast (Hal &amp. Hall, 1990).
It need not be explicitly stated that any business activity that involves parties from divergent cultures have to take special care of their intercultural communication. The dimensions of local culture, the language, symbolic artifacts, codes of social conduct, dining etiquettes, etc have to be studied with care before the actual interactions began. [A General Motors auto ad with the caption “Body by Fisher” became “Corpse by Fisher” in Flemish.] High-performance multicultural teams are the core of the success of any international business organization. Such high-performance teams do exist but (curiously) less often in business than in Science. The Manhattan Project, as well as most of NASA’s space missions, have had a disproportionate number of non-Americans, yet they were remarkable successes.&nbsp.

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