Case Study 1: Business Languages for Intercultural and International Business Communication
Part one of this paper will review two articles related to business communication across cultures. Part 2 consists of a briefing directed to managers of a computer manufacturing company in Malaysia given the task to establish a long-term relationship with a component supplier in Guangzhou, China. The briefing must help them understand the culture and business practices of their Chinese counterparts.
The first case study of Judith Ainsworth, a Canadian researcher at the Université de Montréal, Canada tried to find out if the business language initiatives – this is learning foreign languages, one of the most obvious tools for cross-cultural communication – were effective and sustainable. The purpose of her research was finding evidence on how concepts of language trainings in colleges and universities contribute to the consolidation of the newly learned language and its practical use in business.
A second case study, by Veronika V. Tarnovskaya of the School of Economics and Management, Lund University, Sweden, and Leslie de Chernatony of the Università Della Svizzera Italiana, Lugano, Switzerland and Aston Business School, Birmingham, UK, is about Ikea. Their research is a case study in Russia and China and tries to understand how a brand that relies to a considerable extent on uniformity is internalised in very diverse cultural contexts. The case study of Ikea is useful for other retail brands that operate transnationally.
Ainsworth, J., (2013) Business Languages for Intercultural and International Business Communication: A Canadian Case Study. Business Communication Quarterly, 76(1), pp.28–50
This article highlights about the corporate communication, intercultural message and the internationalization of higher schooling. In this, the tie-up in between language and cultural knowledge is done. In addition, all is linked with the present corporate creation and various policies of the integrated method are taken into consideration. Internationalization majorly emphasis over native and worldwide aspect and comprises of diversity and intercultural communication.
As it has seen over time that adoption of the higher education that helps in overall expansion of unconventional communication and the technical facilities. Moreover, the objective of this case is to give major emphasis over the marker share, knowledgeable society and life-long learning for the graduates, which is increasing, globalized in the world economy. Furthermore, it was also analyzed that it is important for the undergraduates to understand the other nations, their languages, cultures so that they can appropriately learn to handle the complex situations in working aspect and can perform effectively in these rapidly emerging trends (Ainsworth, 2013).
Case Study 2: Internalizing a Brand Across Cultures: The Case of IKEA
The above-mentioned journal is based on empirical classification, which is related to the business languages for the cross culture and international business communication, which highlights about the Canadian case study, which majorly focuses on building the graduates for handling the international workplaces. Along with this, it also displays the student’s attitude towards international communication and language courses, strategies; skills that are to be taken into consideration for the proper understanding of the international business.
Tarnovskaya, V.V. & de Chernatony, L., (2011) Internalizing a brand across cultures: the case of IKEA. International Journal of Retail & Distribution Management, 39(8), pp.598–618.
The article two highlights the internationalization of brand, the case, which it displays, that IKEA, which is entering into China and Russia. This case states the complexity of the internationalization of brand in concern of employees and issues regarding the cultural environment of different countries. Certain brand vision, culture, workers attitude are the major reasons behind this complex environment. Moreover, internationalization affects culture, which is cognitive, effective and communicative behavior of the employees (Quer, Claver, & Rienda, 2012).
Additionally, workers who work locally having a lesser sense about the brand concepts and highly affect the brand activation and represent a discontinuity of brand internationalization. In this case, IKEA, make their employees aware of their brand by making them aware of the international culture, their communication style and their sense towards the brand.
This particular journal is based on empirical classification, which keeps on analyzing the employee’s interactions in different cultural context. This case also highlights about the cultural complex method towards brand internationalization in which values are highlighted as a vibrant blueprint for clarification of the results and accordingly workers needs to operate (Tarnovskaya, & de Chernatony, 2011).
Article1
A survey was conducted in order to know about the attitudes of the student towards intercultural communication skills for future business learning and handling core management. In a survey, it was also analyzed that for graduates, learning of foreign language is very useful for the workplace and helps in understanding the other culture at work. As it was also analyzed foreign language and cross, culture knowledge in Canada as through this they have to know more about the people and their culture. This also reduces the chance of misunderstanding among people. By all this, the students were able to gain benefits such as working with the multicultural teams’ members, learning about their cultural diversity, helps in managing the overall workings, aids in developing soft skills and much more. Moreover, learning and adoption of the foreign language and their culture build a competitive advantage for the person to perform outstandingly in the workplace. In addition, in employability concern, people out their thinks of an asset to business that is apt in foreign communication and culture (Steers, & Sánchez?Runde, 2017).
Findings and Observations
The major issue, which is highlighted in this case, is that, whether the student will be able to adopt language skills with the core management skills for international business. Moreover, it was suggested that yes! The addition of cross-cultural language and skills will help the students to develop the competencies for business studies and for plans. Moreover, it also generates a competitive advantage for employability.
The second issue, which was highlighted, was that what all strategies that have to be applied in edict to assimilate intercultural and international proportions in the international business prospectus. In this, they are concentrating on the various courses along with the language training in order to improve the overall intercultural effectiveness in the worldwide workplace.
Article2
In this case, how do employees and managers act towards brand development, about understanding and how do workers communicate about the brand with the other cultural organizational members are seen. All this research was done on the basis of in-depth interviews, qualitative research approach of the brand makers, the ultimate customers, hr managers, top managers of China and Russia of IKEA. Through this interview, the company got to know about the thoughts of individuals and how they represent to other culture. Hence, this all highlights the sense-making regarding the brand vision, brand values and lastly the behaviors related towards the brand.
Issues, which are highlighted in this case, are, transferring of brand identity across the borders. As employees from their various understandings about the brand is a major concern. The most important factor related to employees is to set the same image in front of another country, which the company possesses. In addition, brand internationalization across the national borders is very difficult and in concern of employees and their understanding and sense towards the cultural environment is complex.
Another issue, which is highlighted in this case, is whether the valuable information and knowledge are provided and a better explanation which is important to brand and ensure that the message is reaching to every individual or not. Additionally, communication issues in between the international, the local managers, and the workers in order to interpret and development of the brand.
Article1
|
Observation From the above case, it was observed that intercultural and international communication is one of the valuable resources for the students in order to handle the global workplace aspects. As these aspects help the students to grow and got engaged in professional development in future Furthermore, it was also researched that by the adoption of the international cultural understanding and cross-culture language leads to the enhancement of students’ capacity to communicate internal culturally. |
Conclusion From the above case, we can conclude that adoption of the international language and intercultural understanding is must for the students, as they in future will be considered as the corporate asset because it helps the organization to generate flexibility and creates international opportunities to expand. Moreover, if the organization wants to generate more success they have to work over the next upcoming generation of managers, for this, the Canadian business schools requisite to adopt or incorporate the overseas language so that the students can further perform better in future. |
Findings From the above case, it was analyzed that by the adoption of foreign language students builds up the cultural awareness and further they are beneficial by reducing the chances of misunderstandings, knowing about their diversity, leads to the fewer conflicts, which finally leads to the proper management of multicultural workplace environment. Secondly, learning about the cross culture and their language also highlights about a significant competitive advantage for employability and would be considered as an asset to both the company as well as students for the future growth and success. |
Article 2
|
Observation From the above case, it was observed that Russian staff, China staff, and IKEA both were facing more cultural sensitivity approach. In which Russian staff people were more curious, open-minded and ambitious people. Moreover, China people seem to be the great people whose focus was on collectivism, respect for authority, which highlights that success for IKEA while internationalization their brand. Furthermore, while seeing the behavior of the countries through their culture they thought of activating their brand internationally, by this company will soon strengthen the team spirit, and will gain experience. |
Conclusion From the above case, we can conclude that it is just for the company to generate more advanced knowledge about the entire mechanism of internationalization. Above it, staff and the other members should be equipped with the knowledge of retaining internationalization by making use of collective sense in between them. Furthermore, one-way communication while enactment mechanism majorly weakening up the sense-making aspect and hence, influences a common understanding of the brand. Hence, making use of two-way communication make it easier for understanding and adopting and illustrating internationally will be at ease. |
Findings From the above case, the three-way process which is brand conceptualizing, comprehending and activation is characterized by the flagging the collective sense in between employees in the local country. Furthermore, it was seen that employees who are not fully equipped with the knowledge about the entire brand, it become extremely difficult in order to achieve the goal to go internationally as employees are the source who can broaden their brand context through the collective sense making process. |
Article1.
This case majorly contributes to major understanding of intercultural communication, which is mandatory for the upcoming generation. In general, terms the culture highlights about the values and the beliefs of the stakeholders, which generates a strong effect over the decisions making which in total make the course useful and helps in better understanding about the workplace. As known, an additional foreign language leads to an asset to the company as well as students for their future success and growth. Moreover, it is added the feature as a competitive advantage in the jobs and the workplace stations. Furthermore, when students heading towards future it’s mandatory to know about the workplace culture, should know about cultural diversity, work for gaining goodwill and credibility, reduction in conflicts, more of understanding among people of different culture. All these finally lead to the overall development of individuals by improvement in skills and workplace by an enhancement in success (Ainsworth, 2013).
Conclusion
Article2.
This case majorly contributes to major understanding about the intercultural, internationalization of the brand, which highlights certain challenges for the IKEA Company. In order to generate success by the company, employees need to deliver a consistent brand promise, a mandate need for effective communication about the company brand visions and values, internationally. Moreover, it also highlights that a major advancement of knowledge is required in order to expand the company’s mechanism internationally across markets.
Likewise, staff should be fully equipped with the sense-making, their perception, and their behavior in respect or regarding the brand. Secondly, measuring and seeing the complexity in the market and even in employees thinking and act and take measure accordingly, which leads to the brand internationalization success. In addition, eventually, the company can achieve all this if they consider a balanced and collective relation in between the top management and workers or the staff members.
Briefing paper
Culture is well defined through numerous concepts, which categorize the entrenched standards, theories, and the nation’s behavioral configurations. These form a suitable outline for reviewing the cultural marketing perception. The proportions escort the substitute approaches are to be implemented and the ideal that highlights the variations to nationwide publicizing policies and suits the native culture (Ferraro and Briody, 2013).
In the framework of China, in the relation to organization culture, China is so-called communist or collective society. In an aspect of communication, both are formal and indirect. As China is extremely a homogeneous country. However, in cross-culture aspect, Chinese people find it difficult to face a certain situation because it is very dissimilar from the western philosophy in which China exist. In china’s culture the authority lies in the hand of the top management hence, decisions are under control and none of the superiors or the employees can go against the top management decisions (Kwon, 2012).
Communication style aspect highlights the china or Chinese people use non-verbal communication, as they strive for harmony and are dependent on the group. Moreover, they also trust the facial appearance, the manner of the speech and the attitude to deliver meaning or the objective of people (Fang, 2014). In management concern, China follows a hierarchy pattern, in which the most elder and the oldest people grasp the greatest admiration. The most top or directive of administration starts at the upper management, which approved the chain.
In terms of approach to time and priorities, China follows the moderate time culture in which they follow the strict adherence to schedules and deadlines. Nevertheless, they never rely on flexibility while in concern with organization decisions and in workings (Eberhard, 2013).
(Source: Hofstede, 2011)
|
PARAMETERS |
CULTURE OF CHINA |
CULTURE OF MALAYSIA |
|
Small V/S Large Power Distance |
Low effect on power distance |
High effect on power distance |
|
Individualism V/S collectivism |
High effect on collectivism |
High effect on collectivism |
|
Masculinity V/S Femininity |
High effect on Masculinity |
High effect on Masculinity |
|
Weak V/S strong Uncertainty Avoidance |
Low effect on uncertainty avoidance |
High effect uncertainty avoidance |
|
Long V/S Short term Orientation |
Long – term orientation effect |
Short- term orientation effect |
|
Restrain V/S indulgence |
Low effect on indulgence |
High effect on Indulgence |
Both countries have a high score on the dimension of Power Distance. In business, this score translates in a very hierarchical structure. Subordinates will not take action without explicit approval from a superior (Kwon, 2012). This can make decision-making processes time consuming, but it is unavoidable. For Malaysians, this is not unfamiliar, since they score even higher on this dimension, and should not cause any problems. Malaysian employees on assignment in China, or anywhere else for that matter, should have a clear mandate from management.
In the individualism dimension, both Malaysia and China are considered as collectivistic cultures. Both societies’ foster relationships, everyone takes responsibility for each other in the in-group (Commission global, 2019). According to Hofstede’s insight on China, the loyalty lies with the people in the organisation, and not necessarily with the organisation itself. Towards outsiders, or the out-group, the Chinese might even act quite hostile.
In the masculinity dimension, we cannot determine the position of Malaysia with its score of 50. With a score of 66, we can definitely say that China is more masculine. As they focus on competition, achievement, success which keeps on continuing throughout the organizational life (Matusitz, & Musambira, 2013).
In case of uncertainty avoidance, Malaysia is higher in comparison to China that seems to have a more relaxed attitudes and practices. A certain level of pragmatism can be even seen in legal matters. Schedules are more flexible and lack precision and punctuality. Even though Malaysia does not have a high score in this dimension, it might require some adjustment from employees on assignment in China.
The next two dimensions show a bigger difference between China and Malaysia.
In the long-term orientation dimension, China scores 87 in this dimension, which means that it is a very pragmatic culture, as we could see in the uncertainty avoidance. Situation, context and time are the dominant drivers, and the Chinese seem to handle those very pragmatically. They invest enormously in the future through R&D and innovation. Malaysia on the other hand is a lot more normative. Malaysians show great respect for traditions and seem less motivated to build towards long-term goals. This might be important to remember, since the difference between both countries is significant.
In indulgence and restraint concern, Malaysia is high overindulgence, which highlights that people are having a strong desire or impulse towards enjoying life and having fun. Hence, they are having higher appreciation for leisure time and a positive attitude and a higher tendency towards optimism in comparative to China (Yang, & Yaacob, 2012). In this perspective, the Malaysians, who like quick wins, should be aware of the risks of not thinking long-term. It is important to consider and understand the potential long-term interest of the Chinese counterparts during business negotiations.
In the given case, a computer manufacturing company in Malaysia task is to maintain the long term relation team members has to follow Guanxi ( maintaining a personal relationship), and works with ethics and morals by applying Confucian element for generating success while negotiations.
The importance of Guanxi highlights about the networks of personal contacts. In general, terms it is said to be “social capital” as it is used for professional advancement. In this, the Chinese businesspersons’ relationship among their friends, close associates are maintained on a long time basis. On the principle of reciprocity (if a person does a favor to another person, people out there expect a favor in return) (Leung, Chan, Lai, & Ngai, 2011). Hence, for favors accounts are maintained and are reciprocity is done and received from every member through their personal contact networks. Moreover, if the favors are not returned then it gives a negative impact on the people’s future business. Hence, ignoring reciprocity is considered as immoral (Kaynak, Wong, & Leung, 2013).
Confucianism is one of the form of moral ethics which majorly highlights about the practical doctrine of interpersonal relationships, which are encompassed the perspective of negotiation core values such as importance to be given to interpersonal relationship, moral cultivation, family orientation, respect to be given to seniority, family orientation and pursuance of harmony and avoidance of conflict (Xu, & Cheung, 2015). The central theme of the Confucianism is maintaining relationships. The relationship can be any relationship whether it’s in business terms or in personal terms, which are needed to be taken care of. Moreover, interdependence and reciprocity are the main features of Confucianism in the context of a personal relationship. In addition, if there any failure while honoring these characteristics leads to jeopardize the interpersonal relationship as well as mutual trust among negotiating parties (Rivers, 2013).
- While negotiating in China certain rules are regulations are set in between the negotiator and the ultimate party members. Likewise, always there should be the maintenance of balance and harmony while negotiating with the Chinese negotiators (Harvard law school, 2019).
- In western culture aspect, many negotiations are carried over the phones but in China, it will be virtually unheard by the negotiator teams company. Requirements for face to face interactions, need for translations as well as to know more about the partner potential and much more are noticed and records for the same are maintained while each time of negotiation(Chen, 2013).
- Being patience is a virtue in China in which they expect that the party should listen more and speak less. Moreover, cold shower approaches while making decisions are applied in China. Likewise, while forming decisions and reacting they, states that they should first stop, think, listen more and then work over the decisions and confirming it (Graham and Lam, 2009).
- Forego with ego while negotiating with China is one of the most important aspects, which is to be considered. Humanity is necessary for Chinese culture. As this helps the person to gain their empathy for the position, moreover displays respect, and will get a chance to know better the Chinese negotiator at the personal level (China business review, 2010).
- The planning strategy is necessary in advance, because while negotiations meetings are held face to face which help the person to build trust and foster mutual understanding. Having clear goals in order to achieve them during negotiations will last longer if they will be more planned, consider, keeping careful records of the meetings leads to the successful negotiating in between Chinese head and the Malaysian members (Access to culture, 2017).
References
Access to culture.(2017). 5 cultural tips for successful negotiation in china Retrieved from: https://www.protocolww.com/5-culture-tips-for-successful-negotiation-in-china/
Ainsworth, J., (2013). Business Languages for Intercultural and International Business Communication: A Canadian Case Study. Business Communication Quarterly, 76(1), pp.28–50
Chen, G. M. (2013). The two faces of Chinese communication. The global intercultural communication reader, 273.
China business review.(2010). Negotiations, Chinese style Retrieved from: https://www.chinabusinessreview.com/negotiations-chinese-style/
Commisceo global.(2019). China management guide Retrieved from: https://www.commisceo-global.com/resources/management-guides/china-management-guide
Eberhard, W. (2013). A history of China. Oxen: Routledge.
Fang, T. (2014). Understanding Chinese culture and communication: the Yin Yang approach. Global Leadership Practices, Palgrave Macmillan, London, 171-187.
Graham, J.L., and Lam, N.M. (2009). The Chinese negotiation Retrieved from: https://hbr.org/2003/10/the-chinese-negotiation
Harvard law school.(2019). The negotiation process in china Retrieved from: https://www.pon.harvard.edu/daily/international-negotiation-daily/tips-for-navigating-negotiations-in-china/
Hofstede, G. (2011). Dimensionalizing cultures: The Hofstede model in context. Online readings in psychology and culture, 2(1), 8
Kaynak, E., Wong, Y. H., & Leung, T. (2013). Guanxi: Relationship marketing in a Chinese context. Oxon: Routledge.
Kwon, J. W. (2012). Does China have more than one culture?. Asia Pacific Journal of Management, 29(1), 79-102.
Leung, T. K. P., Chan, R. Y. K., Lai, K. H., & Ngai, E. W. (2011). An examination of the influence of guanxi and xinyong (utilization of personal trust) on negotiation outcome in China: An old friend approach. Industrial Marketing Management, 40(7), 1193-1205.
Matusitz, J., & Musambira, G. (2013). Power distance, uncertainty avoidance, and technology: analysing Hofstede’s dimensions and human development indicators. Journal of Technology in Human Services, 31(1), 42-60
Quer, D., Claver, E., & Rienda, L. (2012). Political risk, cultural distance, and outward foreign direct investment: Empirical evidence from large Chinese firms. Asia Pacific journal of management, 29(4), 1089-1104
Rivers, C. (2013). Negotiating Ethics in China: Comparing Chinese and Western Perceptions of Chinese Law and Western Corporate Codes of Ethics. International Studies of Management & Organization, 43(4), 39-63.
Steers, R. M., & Sánchez?Runde, C. J. (2017). Culture, motivation, and work behavior. The Blackwell Handbook of Cross?Cultural Management, 190-216
Tarnovskaya, V.V. & de Chernatony, L., (2011). Internalizing a brand across cultures: the case of IKEA. International Journal of Retail & Distribution Management, 39(8), pp.598–618
Xu, Q., & Cheung, S. O. (2015). Influence of Confucianism and Taoism on construction dispute handling behaviors in China. Journal of Legal Affairs and Dispute Resolution in Engineering and Construction, 8(1), C4515002
Yang, L., & Yaacob, Z. B. (2012). A comparative analysis of corporate social disclosure of top listed companies in China and Malaysia. World Review of Business Research, 2(2), 45-6
Order an Essay Now & Get These Features For Free:
Turnitin Report
Formatting
Title Page
Citation
Outline
