John Higgins

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PART

2

COMPARATIVE ENVIRONMENTAL FRAMEWORKS

attitudes toward self-determination and fate, and in the importance set on group memberships, especially family-based ones.
People communicate by both formal language and silent language
based on culturally determined cues. lnformation processing is greatly

affected by cultural background. The failure to perceive subtle distinctions can result in misunderstandings in international dealings. Companies can build awareness somewhat other cultures. The amount of effort needed to do this depends on the similarity between countries and the type
of business operation undertaken.

to the dangers of either ebullient polycentrism or excessive ethnocentrism. lnstead they should try to become geocentric.




People on the job(p) in a foreign environment should be sensitive

ln decision making whether to try to bring win over to home or forces country oPerations or to develop new practices to pass conditions, an international company should consider several factors, including how important the change is to each

party,the cost and benefit to the company of each alternative, the possibility of partnership in decision making, the need to share the rewards of change,
the use of touch leaders, and the timing of change. There usually is much interest in studying and possibly adopting business practices from countries that are showing the great economic success.

Cultural factors may determine whether the practices can treat success luxurianty
in another society.

o

Although increased contact among people is evoking more widespread cul tural similarity among nations, people nevertheless tend to take a crap on to their basic values. These values are bolstered by efforts to cherish cultural separateness and national identitY.

Case
John Higginseo

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