The Cultural Dimension of International Business / Edition 6

by Gary Ferraro Professor Emeritus

Overview

For junior/senior level undergraduate/graduate courses in Anthropology of Business, International Business, Applied Anthropology, International Marketing, and International Management.

This is only book that demonstrates how the theory and insights of cultural anthropology can positively influence the conduct of international business. The text takes a unique five-pronged approach to the study of the cultural environment of global business. It explores (1) such general concepts as culture, ethnocentrism, and culture change; (2) the nature of the communication process, both linguistic and nonverbal communication; (3) a typology of value contrasts that can be applied anywhere in the world to help diagnose potential breakdowns in business communication; (4) a number of ways of collecting relevant culture-specific data on any of the hundreds of different national cultures of the world; and (5) a set of valuable skills and competencies that are vital for becoming a world class business person.

Product Details

ISBN-13:	9780205645282
Publisher:	Pearson
Publication date:	10/15/2009
Edition description:	Older Edition
Pages:	240
Product dimensions:	6.00(w) x 8.90(h) x 0.60(d)

About the Author

Gary Ferraro, Professor Emeritus of Anthropology at the University of North Carolina at Charlotte, received his BA in history from Hamilton College and his MA and PhD degrees from Syracuse University. He has been a Fulbright Scholar at the University of Swaziland in Southern Africa (1979-80) and again at Masaryk University in the Czech Republic (2003), and has served twice as a visiting professor of anthropology in the University of Pittsburgh's Semester at Sea Program, a floating university that travels around the world. He has conducted research for extended periods of time in Kenya and Swaziland and has traveled widely throughout many other parts of the world. He has served as a consultant/trainer for such organizations as USAID, the Peace Corps, the World Bank, IBM, Georgia Pacific, Duke Energy, and J.M. Huber, among others. From l996 to 2000 Dr. Ferraro served as the Director of the Intercultural Training Institute at UNC-Charlotte, a consortium of cross cultural trainers/educators from academia and business, designed to help regional organizations cope with cultural differences at home and abroad. In 2000 he became the president of Intercultural Associates, a private firm specializing in cross cultural training, consulting, and coaching. In addition to a number of articles in professional journals, he is the author of:

· THE TWO WORLDS OF KAMAU (1978),

· THE CULTURAL DIMENSION OF INTL. BUSINESS (l990, l994, l998, 2002, 2006, and 2010)

· CULTURAL ANTHROPOLOGY: AN APPLIED PERSPECTIVE (1992, 1995, 1998, 2001, 2004, 2006, 2008 and 2010)

· APPLYING CULTURAL ANTHROPOLOGY: READINGS (1998)

· GLOBAL BRAINS: KNOWLEDGE AND COMPETENCIES FOR THE 21^ST CENTURY (2002)

· CLASSIC READINGS IN CULTURAL ANTHROPOLOGY (2004, 2009)

Table of Contents

Preface

1. Cultural Anthropology and International Business
Introduction: Global Connections The Anthropological Perspective Cultural Anthropology and Business Culture and International Business The Need for Greater Awareness of the Cultural Environment,
International Competency–A National Problem

2. Culture and International Business: A Conceptual Approach
Culture Defined Culture Is Learned Culture Influences Biological Processes Cultural Universals Economic Systems

Marriage and Family Systems

Educational Systems

Social Control Systems

Supernatural Belief Systems Cultural Change Ethnocentrism Cultures Are Integrated Wholes Some Precautions Corporations Also Have Cultures Maximize interaction/communication

collaboration

diversity Positive Turbulence

Broadening Knowledge and Experiences

Flat Organizational structure Cultural Differences in Business: Challenges and Opportunities Cross-Cultural Scenarios

3. Communicating across Cultures: Language
The Need for Linguistic Proficiency in International Business Linguistic Diversity Language and Culture The Influence of Culture on Language

The Influence of Language on Culture

Language Mirrors Values Linguistic Style Language and Social Context Some Additional Complicating Factors Slang

Euphemisms

Proverbs

Verbal Dueling

Humor

Conversational Taboos New Modes of Communication in the 21st Century Conclusion Cross-Cultural Scenarios

4. Communicating across Cultures: The Nonverbal Dimension
The Nature of Nonverbal Communication Body Posture Hand Gestures Facial Expressions Gaze Proxemics Bodily Contact (Touching)
Conclusion Cross-Cultural Scenarios

5. Contrasting Cultural Values
The Individual-Collective Dimension How This Value Plays Out in the Two Types of Societies

Implications for Business The Equality-Hierarchy Dimension

How This Value Plays Out in the Two Types of Societies

Implications for Business The Tough—Tender Dimension How This Value Plays Out in the Two Types of Societies

Implications for Business The Uncertainty-Avoidance Dimension How This Value Plays Out in the Two Types of Societies

Implications for Business The Time Dimension Precise versus Loose Reckoning of Time

Sequential versus Synchronized Time

Past, Present, and Future Orientations

How This Value Plays Out in Different Types of Societies

Implications for Business Conclusion Cross-Cultural Scenarios

6. Negotiating across Cultures
The Nature of Cross-Cultural Negotiation Where to Negotiate Effective Strategies for International Negotiators Avoid Cultural Cluelessness

Concentrate on Long-Term Relationships, Not Short-Term Contracts

Focus on the Interests behind the Positions

Avoid Overreliance on Cultural Generalizations

Be Sensitive to Timing

Remain Flexible

Prepare Carefully

Learn to Listen, Not Just Speak

Be Realistic about How Others View Us

Act Ethically and With Integrity The Use of Interpreters The Global Negotiator Cross-Cultural Scenarios

7. Coping with Culture Shock
The Nature of Culture Shock Minimizing Culture Shock Cross-Cultural Scenarios

8. Developing Global Managers
Selection Communication Skills

Personality Traits

Motivation

Family Circumstances Cross-Cultural Training Repatriation Global Managers for the Twenty-First Century Cross-Cultural Scenarios

Appendix A Cross-Cultural Scenario Discussions
Appendix B Locating Relevant Cultural Information
The Traditional Anthropological Approach Documentary Sources Useful in Developing a Cultural Profile Culture-Specific Associations

Some Country-Specific Sources

U.S. Government Sources

Sources of Country-Specific News and Current Events

The Electronic Library Human Resources for Culture-Specific Information One’s Own Company

Academia

Foreign Trade Offices

Private-Sector Consultants and Trainers The Search for Cultural Information upon Arrival In-Country Documentary Resources

In-Country Human Resources Conclusion

References Photo Credits Index