cultural differences in business...
TRANSCRIPT
![Page 1: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/1.jpg)
Cul
tura
l Dif
fere
nces
in
Bus
ines
s C
omm
unic
atio
n
John Hooker
Carnegie Mellon University
University of Pittsburgh, April 2010
![Page 2: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/2.jpg)
Tw
o ty
pes
of c
ultu
res
There are 5000+ cultures in the world, all very
different.
But they can be classified roughly as:
relationship-based
rule-based.
![Page 3: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/3.jpg)
Relationship-based = life is organized primarily
around personal relationships.
Africa, Asia, Middle East, South America
![Page 4: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/4.jpg)
Rule-based = life is organized primarily by rules.
Australia, Europe, North America
![Page 5: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/5.jpg)
Low
and
hig
h co
ntex
t
Rule-based cultures:
Low-context communication
Inform
ation is explicit in the
message.
Relationship-based cultures:
High-context communication
Much inform
ation implicit in
the social context.
Edward T. Hall
![Page 6: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/6.jpg)
Low
and
hig
h co
ntex
t
Low-context communication
Inform
ation is explicit in the
message.
High-context communication
Much inform
ation implicit in the
social context.
Edward T. Hall
![Page 7: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/7.jpg)
Low
and
hig
h co
ntex
t
Low-context m
essage:
“I would like a pint of 5.2%
Löwenbräu Original beer.”
High-context m
essage:
“Noch eins, bitte”
(Another, please.)
…spoken in
a bar.
![Page 8: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/8.jpg)
Low
and
hig
h co
ntex
t
Low-context cultures.
Compliance ultimately based on respect for rules.
Behavior norm
s are spelled out.
People pay
attention to written
instructions.
![Page 9: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/9.jpg)
Low
and
hig
h co
ntex
t
Low-context cultures.
Organizations run by the rules.
![Page 10: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/10.jpg)
Low
and
hig
h co
ntex
t
Low-context cultures.
Inform
ation transm
itted
explicitly.
Rule-governed
infrastructure.
![Page 11: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/11.jpg)
Low
and
hig
h co
ntex
t
Low-context cultures.
Long, detailed contracts.
•Inflexible.
•Enforced by legal
system.
![Page 12: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/12.jpg)
Low
and
hig
h co
ntex
t
Low-context cultures.
Light supervision.
•Compliance based
on guilt, fear of
being caught.
![Page 13: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/13.jpg)
Low
and
hig
h co
ntex
t
Low-context cultures.
Transparency possible and necessary in business.
•Im
practical to
work through
friends, family.
•Public inform
ation
necessary.
![Page 14: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/14.jpg)
Low
and
hig
h co
ntex
t
High-context cultures.
Compliance based on respect for significant
others.
Behavior norm
s are transm
itted by
authority figures.
![Page 15: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/15.jpg)
Low
and
hig
h co
ntex
t
High-context cultures.
Norm
s tend to be implicit in the cultural context.
Organizations built around persons, infrastructure
based on negotiation.
![Page 16: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/16.jpg)
Low
and
hig
h co
ntex
t
High-context cultures.
Organization run by the
boss.
Particularist orientation
rather than universalist.
![Page 17: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/17.jpg)
Low
and
hig
h co
ntex
t
High-context cultures.
Courtesy, face saving avoids disputes.
More important to be nice than to be right.
•Japanese example.
![Page 18: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/18.jpg)
Low
and
hig
h co
ntex
t
High-context cultures.
Reliance on personal trust rather than the system.
Working agreement, business relationship rather
than explicit contract
![Page 19: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/19.jpg)
Low
and
hig
h co
ntex
t
High-context cultures.
Close supervision.
Compliance based on shame, loss of face.
Transparency difficult and less important in
business.
•Work with family and friends.
![Page 20: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/20.jpg)
Neg
otia
tion
Low context.
Negotiation as poker
game.
•Bluffing, etc.
•But governed by rules
![Page 21: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/21.jpg)
Neg
otia
tion
Low context.
Parties state their views
openly.
Belief in objectivity,
possibility of “fair deal”
•Differences resolved by
better arguments,
spreadsheet calculations,
logic of market forces
![Page 22: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/22.jpg)
Neg
otia
tion
High context.
Indirect speech.
•No “no”
•“Yes” ≠
yes
•Silence, body language
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Neg
otia
tion
High context.
Indirect speech.
•No “no”
•“Yes” ≠
yes
•Silence, body language
Truth m
ay be negotiated
•E.g., Middle East
![Page 24: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/24.jpg)
Neg
otia
tion
High context.
No belief in objectivity.
•Differences cannot be
resolved this way.
•Avoid giving offense in the
first place.
Negotiation itself is
problematic
•Confrontational
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Neg
otia
tion
High context.
Street bargaining is
different.
•No need to m
aintain
relationship
•Still, high-context to
conceal what you are
willing to pay
![Page 26: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/26.jpg)
Tra
nspa
renc
yLow context.
Transparent investment
•Invest in strangers rather
than through relationships
Accounting statements
•GAAP
![Page 27: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/27.jpg)
Tra
nspa
renc
yHigh context.
Invest through
relationships
•E.g., family, guānxì
in
China.
•Slow but stable
•Asian financial crisis was
due to W
estern-style
financing.
![Page 28: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/28.jpg)
Mar
keti
ngCulturally specific.
Advertisements are not
homogenizing globally
•Even among W
esternized
elites.
•Technology supports finely
segmented m
arkets.
Kuwaiti ad for mango juice
![Page 29: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/29.jpg)
Mar
keti
ngHigh context.
Mass consumer
advertising is unnatural
•People prefer to rely on
advice from trusted
friends, family.
•Ineffective regulation for
truth in advertising, etc.
Meri Saheli, Hindi
women's m
agazine
![Page 30: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/30.jpg)
Mar
keti
ngHigh context.
Even relationship
marketing is different
•Western-style networking
is through casual
acquaintances, facebook
•Non-W
estern networking is
through extended family,
friends
•This can be very effective.
![Page 31: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/31.jpg)
Mar
keti
ngHigh context.
Background and context
can send unintended
message
•Sym
bol may be m
ore
important than image
•E.g., colors in Confucian
culture
–Red = happiness
–White = m
ourning
![Page 32: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/32.jpg)
Tra
nspa
renc
yHigh context.
Sym
bol vs. image
•Sym
bol = concrete
representation of abstract
idea –E.g., Nuestra Señora de
Guadalupe
![Page 33: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/33.jpg)
Tra
nspa
renc
yHigh context.
Sym
bol vs. image
•Im
age = abstraction of the
concrete
–E.g., Cowboy image
![Page 34: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/34.jpg)
Pow
er d
ista
nce
Relationship-based
cultures.
Necessary for direct,
personal supervision.
•Personal authority m
ust be
respected
![Page 35: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/35.jpg)
Pow
er d
ista
nce
Honorific language
Japanese
•Sales clerks may be
trained to use keigo
Korean
•Age sensitive
•Honorific inflections
•7 speech levels
![Page 36: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/36.jpg)
Pow
er d
ista
nce
Body language
E.g., Middle East
•Good posture shows
respect to superiors
•Holding hands shows
friendship between equals
![Page 37: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/37.jpg)
Pow
er d
ista
nce
Body langauge
E.g., Shona people in
Zimbabwe
•Women and children clap
when receiving gift.
![Page 38: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/38.jpg)
Pow
er d
ista
nce
Body language
Bowing
Business card ritual
![Page 39: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/39.jpg)
Bur
eauc
racy
Ritual function
In uncertainty avoiding
cultures
Provides predictability.
![Page 40: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/40.jpg)
Rul
e-ba
sed
vari
atio
nsGiving a talk
USA
•Start with a joke
•Buzzwords
Germ
any
•Start serious
Scandinavia
•No buzzwords
![Page 41: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/41.jpg)
Rul
e-ba
sed
vari
atio
nsConversation.
Britain
•Quiet & reserved, but
brutally frank.
France, Italy
•Emotional, but ultimately
logical.
![Page 42: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/42.jpg)
Rel
atio
nshi
p-ba
sed
vari
atio
nsSaving face.
Confucian cultures
•Respect superiors.
•Respect subordinates
unless they have already
lost face
Arab, Latin American
cultures
•Machismo, or male honor.
![Page 43: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/43.jpg)
Rel
atio
nshi
p-ba
sed
vari
atio
nsGroup harm
ony.
Bantu cultures
•Greeting rituals.
Japan
•Nem
awashi
![Page 44: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/44.jpg)
Info
rmat
ion
tech
nolo
gyDeglobalization.
Communication
technology reinforces
cultural divergence.
•Rather than homogenizing
the world.
In two ways:
•Market microsegments
•Support for high-context
as well as low-context
communication
![Page 45: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/45.jpg)
Info
rmat
ion
tech
nolo
gyMarket microsegments
Satellite channels.
•Easy to set up
•Can cater to every ethnic
group
–350+ Arabic-language
channels
![Page 46: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/46.jpg)
Info
rmat
ion
tech
nolo
gyCulturally-specific
websites.
•e.g., 275+ Google sites
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�ह�द
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தம
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![Page 47: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/47.jpg)
Info
rmat
ion
tech
nolo
gySupport for high-context
communication
Connectivity
Close supervision
![Page 48: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/48.jpg)
Info
rmat
ion
tech
nolo
gyMobile phones.
•Constant contact with
associates.
–After Finland, took off in
Asia.
•Close and
constant
supervision
–By parents.
–By employers.
![Page 49: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/49.jpg)
Info
rmat
ion
tech
nolo
gyText m
essaging, etc.
•Smart phones
•Instant messaging
![Page 50: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/50.jpg)
Info
rmat
ion
tech
nolo
gyNetworking websites.
Connectwith friends and
family using scraps and
instant messaging
Discovernew people
through friends of friends and
communities
Wildly popular in Brazil.
Low context
High context
![Page 51: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/51.jpg)
Info
rmat
ion
tech
nolo
gyNetworking software &
services.
•XHTML Friends Network
•Ryze, XING, LinkedIn
(business)
•Digg, StumbleUpon, reddit
(social bookm
arking)
•Virtual worlds (populated by
avatars)
![Page 52: Cultural Differences in Business Communicationpublic.tepper.cmu.edu/jnh/culturalCommunication.pdfNorms tend to be implicit in the cultural context. Organizations built around persons,](https://reader033.vdocument.in/reader033/viewer/2022051722/5aa131407f8b9a436d8b48ab/html5/thumbnails/52.jpg)
Stab
ilit
yHigh-context approach is
more stable.
Asian financial crisis.
•China, Taiwan escaped it.
•Family-based finance.
Current financial crisis.
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Con
clus
ion
Cultural deglobalization.
Powered by cultural
comparative advantage.
Enabled by information
technology.
With the added benefit of
greater stability.