Business across Cultures

Doing business effectively across cultures calls for a better understanding of the host culture which cultivates better relationships and results to better business; organizations are encouraged to understand cultural differences, differences in the communication styles and modalities of adapting to the host culture. Cultures across the business environment have the powers of breaking or creating a business depending on the adaptation of the multinational organization to the host cultures.

It has been noted that doing business across cultures is influenced by business values and the attached meanings to the values. Values in return influence business relationships with the stakeholders, decision making processes within the organization, issues of hierarchy and in understanding the approach to quality, time and the business environment (English & Lynn, 2005). Communication styles differ with the interaction styles across the cultures in nonverbal and verbal models, managing conflicts and negotiations and in acquiring performance management and feedback (Trompenaars & Woolliams, 2004).

Doing international business is influenced by the management styles across cultures, team working across cultures, building trust among the multicultural societies, managing market differences and in facilitating virtual and remote working (Trompenaars & Woolliams, 2004). Doing business across cultures also emphasizes on understanding the history of the host culture in knowing the Do’s and Don’ts, in avoiding areas of conflict and in understanding the needs and the wants of the target market (English & Lynn, 2005). International organizations are also encouraged to understand the lowdown of economics and politics of the host culture, which is defined by the current news and trends that influence the operations of the businesses.

Everyday operations of the international businesses are influenced by the social and professional life that defines the social and business etiquette. International organizations are encouraged to integrate variables relating to the different attitudes in the local environment in creating a competitive edge that is encouraging and motivating to the human capital within the organization (Trompenaars & Woolliams, 2004). There are times when language translations results to different meanings that may offend the host culture. American car known as ‘Nova’ in the Italian market is an example; the name of the car was translated to ‘it does not go anywhere’, which an awkward language translation that led to lost business.

Considering an international hotel networks operating in United States, China and Thailand; Misperceptions may occur in particular food stuffs. Taking an example of grasshoppers; in the United States grasshoppers are considered as pests with are destructive and unwanted insects influencing human life negatively. The same grasshoppers in the Chinese and Thai’s cultures reflect different scenarios. Chinese people take grasshoppers as food and pets. In Thailand, grasshoppers are commercially available as food in the hotels; it is part of the menu in most families. If an international hotel in China and Thailand engage the perceptions of grasshoppers according to the United States culture, there will be a conflict and the host culture will feel offended, this may result in lost business or closure of the hotel in China and Thailand altogether basing on the colliding customs.

Cross cultural mistakes are addressed by taking time and learning the host culture, there are cases when international companies may unwillingly offend the host cultures, the first step in dealing with the issue is accepting the mistakes and apologizing (English & Lynn, 2005). Owning up to the mistakes reduces possible friction with the host culture.

Understanding the host culture does not take one day, it takes time and resources, which is critical in building a competitive edge in the target market. Doing business across cultures calls for customized strategic decisions which are influential in realizing the desired goals and objectives of the international organization.

References

English, L. & Lynn, S. (2005). Business Across Cultures: Effective Communication Strategies. Boston, Massachusetts: Addison-Wesley.

Trompenaars, F. & Woolliams, P. (2004). Business Across Cultures. Mankato, Minnesota: Capstone.