By Danielle Walker
Rather well written, effortless to appreciate, and hugely appropriate. This e-book makes a speciality of international/cultural variations and sheds enlightenment on doing enterprise in an international environment.
Worth analyzing in the event you care for somebody outdoors of your individual cultural norms.
Read or Download Doing Business Internationally, Second Edition: The Guide To Cross-Cultural Success PDF
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Extra info for Doing Business Internationally, Second Edition: The Guide To Cross-Cultural Success
The Internet and biotechnology-will bring about in increasingly compressed time intervals. Current trends indicate that the growth of a networked global economy, heavily shaped by a revolution in IT applications, will have a substantial impact on the leadership requirements for managers of medium and small multinational businesses whose strategic vision targets sustained international development. It will be critical that managers within these organizations have leadership skills adequate to handle the key drivers shaping business growth.
How willing are my counterparts to learn about my cultural preferences? How can we build and maintain trusting business relationships with one another? Cultural Knowledge We must ground our cultural awareness in a comprehensive knowledge of other social and business cultures. Questions to be answered include: What general knowledge about a culture do I need to acquire? What specific business or industry knowledge do I need when conducting business in this context? How has the outlook on life in a given culture been shaped by history?
How can I increase my capacity for cross-cultural learning? Other-Awareness We must also focus on recognizing the cultural values, attitudes, beliefs, and behaviors of others in order to be able to develop new cross-cultural business skills. Questions to be answered include: What could the cultural preferences of my counterparts be? What values might my counterparts be expressing in their behaviors? What are the needs and expectations of my counterparts, tacit or open? How do these needs and expectations affect the way my counterparts do business?