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“ Cultural Attitude In International Business”
Name : Manisha
BBA 2 year
CULTURE IN BUSINESS
PROBLEM OF INTERNATIONAL BUSINESS
ROLE OF CULTURAL ATTITUDE IN GLOBAL BUSINESS
PRESERVATION OF CULTURAL ATTITUDE
Culture and Cultural attitude
Culture is a set of attitudes, beliefs,
behaviors and customs.
Beliefs about the role of business and
how business activities should be
carried out fall into this understanding
of culture, since business partners
interact within their own cultural context
culture attitude differ from one country
Culture in Business
Culture is a key component in business and
has an impact on the strategic direction of
Culture influences management, decisions
and all business functions from accounting
You may now be thinking predominantly
about national culture but this is only one
aspect, business culture is its own unique
dimension that includes getting off on the
right foot, meetings, negotiation,
formalities, social media use, internships
and work placements and other elements
Business culture is related to behavior,
ethics, etiquette and more. A business
culture will encompass as organization's
values, visions, working style, beliefs and
transactions all over the
include the transfer of
knowledge, and capital
to other countries.
involves exports and
An international business has many options for doing business, it
1.Exporting goods and services.
2.Giving license to produce goods in the host country.
3.Starting a joint venture with a company.
4.Opening a branch for producing & distributing goods in the host country.
5.Providing managerial services to companies in the host country.
Understanding of cultural attitude
in global business.
The list of fast-growing emerging markets goes on and on. The U.S. forecast is a meager 2.4
percent, comparable with most Western economies. The domestic companies that are likely to see
incremental growth in the coming decades are those that are not only doing business
internationally, but that are developing the strategic skill set to master doing business across
cultures. Cross-cultural core competence is at the crux of today’s sustainable competitive
If one day you’re asked to manage a supply chain in Malaysia, the next day you’re managing your
virtual team in China, and the next you’re optimizing your company’s call center in India, you know
that it’s just not possible to be an expert in every culture or geography in which you do business.
What is possible is developing the mindset of a globalist — or, in other words, mastering cross-
cultural core competency.
If I tell you that when you engage in a sales call in the United States, the acceptable spatial
proximity between you and your prospect is 2.5 feet, I have accomplished the equivalent of a
fisherman giving you a fish. If I demonstrate to you, instead, how uncomfortable you feel when I
say hello and proceed to shake your hand while standing 6 inches from your face, I have
accomplished the equivalent of teaching you to fish. You now know that every culture has a
specific, acceptable space proximity. By sheer observation, you have added this to your cross-
cultural tool belt. The next time you get off the plane anywhere in the world, you will look around
and observe how far apart people are standing, log that information somewhere in your busy brain,
and proceed to your next meeting armed with information that will avoid instant discomfort and a
potential disconnect that may jeopardize business with your international counterpart.
A Framework for Understanding
Culture has many definitions. My own definition is that culture is our
collective experience as a society, and its impact on our reaction and
decision-making relative to every-day facts and circumstances.
Why is cross-cultural competence critical to your professional future and
the viability of your company? It’s omnipresent in every business
interaction and strategic decision. According to a May 2006 Accenture
study, optimizing this process through training can increase productivity
by 30 percent. For example, if a company’s director of marketing embarks
on a campaign demonstrating how speedy its service is, when the
underlying cultural motivation of the international customer is almost
completely focused on customer service, the value proposition consists of
selling ice in the wintertime — there’s plenty of it, and it was never
wanted to begin with.
It is not feasible to be an expert on all the world’s cultures. It is possible,
however, to incorporate a cross-cultural framework that improves cross-
cultural understanding and interactions
Preservation of cultural
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