Professional Documents
Culture Documents
A Scenario
A North American company, Spot On, has remained a fledgling
enterprise across international borders, most notably in Asian and
European countries, while very successful in the U.S. Upper
management has avidly sought solutions to what appears to be
impenetrable barriers of cultural differences, though theyve always
remained unspoken. Meetings with Asian businessmen have
proven especially fruitless, with seemingly little accomplished at
each meeting. Furthermore, the upper management of Spot On
desires to hire local managers from each foreign region to help
manage operations in the international countries, aided by U.S.
employees sent to train and co-manage the operations. Yet, they
realize this collaborative effort will never come to fruition without
more effective communication. Fortunately, a notable business
consultant
revealed
understanding,
to
training
Spot
and
On
managers
strategy
the
in
need
for
cross-cultural
culture. These and other underscored terms lay the groundwork for
the authors research, and she devotes significant coverage to
these cultural differences and their impact upon communication
styles. Rounding out this chapter is a discussion of email as a
format for business correspondence and the difficulties associated
with its use, from an international perspective. In addition,
Barnaum provides examples of actual email correspondence from
Asian writers, as she provides insightful strategies to manage the
complexity of communication in electronic format and the
implications for mismanagement of delicate international
communication.
Chang, Wei-Wen. (2009). Perspectives: Cross-Cultural adjustment in the
multinational training programme. Human Resource International,
12(5). doi: 10.1080/13678860903274331
Wei-Wen Chang focuses on training curriculums of global
corporations and their cultural appropriateness when training
beyond international borders in the study Perspectives: CrossCultural Adjustment in the Multinational Training Programme. The
author emphasizes the need for cross-cultural implementation of
training programs, citing, specifically, this study investigated the
adjustment process of a US-based multinational training
programme in Taiwan and explored programme stakeholders views
of the influence of the adjustment on programme implementation
(p. 562). Reflecting on contributions by previous researchers,
Chang acknowledges that little literature has addressed the
practice of custom-fitting training for international
implementation. According to Changs study, the most notable
impact of Taiwans cultural implementation strategy was the
translation of the entire training program into Chinese and the