Chinese Business
Chinese Business
Name : Febrianto Wijaya
Introduction
It is often argued that when business persons of different cultures negotiate commercial deals, there is bound to be a culture clash. I disagree with this view. It is true that cultural differences influence business negotiations but with the appropriate approach to deal with the differences, culture clash is to be least expected in any business negotiations, especially with the Chinese. As Sun Tzu would advised in his book The Art of War “Know your enemy and know yourself and you will win all battles” (Sun Tzu 1913). According to Newstrom and Davis (2002) there are many striking differences across countries, just as there are some surprising similarities. Clearly, residents of each country have their own preferences for clothes, food, recreation, and housing. In his research about national cultures of sixty countries, Hofstede (1993) revealed that cultures differ in five key factors namely, individualism/collectivism, power distance, uncertainty avoidance, masculinity/femininity, and time orientation. Among these factors, the Chinese have the culture that value clarity and have the kind of orientation that accent values such as necessity of preparing for the future, the value of thrift and savings, and the merits of persistence. Literatures on different cultures also classify China as high-context culture which tends to emphasize personal relations, place value on trust, focus on non-verbal cues, and accent the need to attend to social needs before business matters (Newstrom and Davis 2002). Culture is very important in certain country such as China. Huntinghon (2000) as cited by Fellner (2008) defined culture as the values, attitudes, beliefs, and underlying assumptions prevalent among people in a society. He stressed that culture is dynamic, interactive, and synergistic, and intermixes with all the elements of the society such as business and economic development (Huntinghon 2000; Fellner
Name : Febrianto Wijaya
Introduction
It is often argued that when business persons of different cultures negotiate commercial deals, there is bound to be a culture clash. I disagree with this view. It is true that cultural differences influence business negotiations but with the appropriate approach to deal with the differences, culture clash is to be least expected in any business negotiations, especially with the Chinese. As Sun Tzu would advised in his book The Art of War “Know your enemy and know yourself and you will win all battles” (Sun Tzu 1913). According to Newstrom and Davis (2002) there are many striking differences across countries, just as there are some surprising similarities. Clearly, residents of each country have their own preferences for clothes, food, recreation, and housing. In his research about national cultures of sixty countries, Hofstede (1993) revealed that cultures differ in five key factors namely, individualism/collectivism, power distance, uncertainty avoidance, masculinity/femininity, and time orientation. Among these factors, the Chinese have the culture that value clarity and have the kind of orientation that accent values such as necessity of preparing for the future, the value of thrift and savings, and the merits of persistence. Literatures on different cultures also classify China as high-context culture which tends to emphasize personal relations, place value on trust, focus on non-verbal cues, and accent the need to attend to social needs before business matters (Newstrom and Davis 2002). Culture is very important in certain country such as China. Huntinghon (2000) as cited by Fellner (2008) defined culture as the values, attitudes, beliefs, and underlying assumptions prevalent among people in a society. He stressed that culture is dynamic, interactive, and synergistic, and intermixes with all the elements of the society such as business and economic development (Huntinghon 2000; Fellner
References: Keller, G. & Kronstedt C. 2005, ‘Connecting Confucianism, Communicsm, and the Chinese Culture of Commerce’. Journal of Language for International Business, vol.26, no. 1, pp. 60-75.