cross-cultural influence on manage- ment of international business

from the misunderstanding caused by

cross-cultural communications. And if the

foreign managers knew more about Chi-

nese managing culture, there might not

have been such disputes.

4.2. Foster Interaction, Customer Re-

lations and Profits

In a competitive society, the global man-

ager should function like an intercultural

researcher seeking various ways to estab-

lish good relationship with his customers.

The partners’ behaviors are strongly af-

fected by cultural, social, personal and

psychological factors. But the cultural

factors exert the broadest and deepest in-

fluence on them.

4.3. Offer Better Understanding of

Both Domestic and International

Markets

To be successful, market research project

requires as much careful planning as a

well-designed product. Market researches

include cultural differences in a drink in

France; Middle Easterners prefer spicy

toothpaste; people in the Philippines pre-

fer black shampoo for their black hair; the

Japanese like rice and tuna for breakfast.

These cultural differences will help you

make a successful marketing decision.

5. Conclusion

Most nations and many multinational

business organizations have international

facilities and do business on a global ba-

sis. The most successful companies will

be those who understand world econom-

ics and global competitiveness, and who

have the ability to communicate effec-

tively with their international counter-

parts. The concept of management can be

viewed differently from culture to culture.

To the global managers, reeducation of

cross-cultural communication becomes a

necessity. They have to enrich themselves

in their practice. Only practicing in the

cross-cultural communication, can the

global managers obtain more valuable

experience to meet their needs.

6. Acknowledgments

Project Supported by the Foundation for

Establishment and Development of Data-

base for Talents in Cross-cultural Com-

munication in Xi’an (Grant N0:10w43)

7. References

[1] T. Brake, D.G. Walker, & T. Walker,

Doing Business Internationally: The

Guide to Gross-Cultural Success

(New York: Irwin Professional Pub-

lishing, 1995).

[2] U.S China Business Council, Report

on U.S. Investment in China (Wash-

ington, DC: China Business Forum,

1990).

[3] F. L. Acuff, How to Negotiate Any-

thing with Anyone Anywhere Around

the World (New York: American

Management Association, 1993).4.

[4] J. Van Rooy, “The Russian Invest-

ment Dilemma,” Harvard Business

Review, 72(1994), 35-44

[5] J. Horn, “Euro Disney Finds Its

Prince,” San Diego Union Tribune, 2

June 1994, C1

[6] M. O. Smith & J. F. Steward," Com-

munication for a Global Economy,”

Business Education Forum, 49(April

1995), 25-28

[7] J. La Blin, “Companies Use Cross-

Cultural Training to Help Their Em-

ployees Adjust Abroad,” Wall Street

Journal, 4 August 1992, B123. Brake,

Walker, & Walker, 1995, 25

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