Loss of Face Among Chinese Businesspeople in Intracultural and Intercultural Business Interactions Peter W. Cardon and James Calvert Scott Abstract Problem: No systematic research has been conducted about loss of face in Chinese business culture. General research questions: What causes Chinese businesspeople to lose face when conducting business intraculturally and interculturally? Setting: People’s Republic of China. Participants: 34 Chinese businesspeople from Beijing, Shanghai, Guangzhou, Hong
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-> the world as we wish to be OR the world as it actually is HISTORICAL LENS/NEW HISTORICAL LENS Historical criticism -> insisted we need to know a literary piece, that we need to know authors bio, social background, ideas during that time, cultural milieu (environment) New historicism New Historicism: seeks to find meaning in a text by considering the work within framework of prevailing ideas/assumptions of its era. *All about paying close attention to historical context of literary works
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Institution: University of the People Short essays on Organizational Behavior This is a compilation of essays on Organizational behavior. The essays vary in their length and scope but they are all essential. Those essays entitled Reflections are based on the writer’s evaluations of material learned during the particular period. The essays were written as assignments to meet the requirements of the course: Organizational Behavior, at the University of the People. The University of the People is a
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upstream or downstream buying is the basis of marketing. This means analyzing the individual psychological, sociocultural and psychosocial factors which enter into the buying decision. The purchase context influences the buyer’s behavior. An analysis of buying behavior is also essential in Business to Business, where the purchase is not made for an individual but for a company, involving a variable number of people. To be more commercially efficient, the supplier must take into account the special
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Entertaining Government and Politics p.12 Education Meeting and Greeting p. 13 Giving Gifts Style of Negotiation Communication Economy P. 16 Overview Statistics Labor Force Transportation Culture P. 18 Geert Hofstede Analysis Appearance Behavior Public Conduct Aspects of Business P. 21 Business Relationships Business Statistics Foreign Trade Political Risk India’s Top
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The present study generalizes previous pay dispersion research to the Chinese context by examining the cross-level relationship between workgroup salary dispersion and employee turnover intention contingent on individual differences. Field survey data including annual objective salary and self-reported attitudes among 370 Chinese employees in 51 organizational workgroups supported our cultural predictions by showing that the relationship between workgroup salary dispersion and turnover intention
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AUL_KASLIK – MBA Helen Deresky International Management CHAPTERS 6,7,8,9,10& 11 Ali Sulaiman 71859876 aassbk@gmail.com AUL_KASLIK – MBA Helen Deresky International Management Formulating Strategy ng Outline Opening Profile: Global Companies Take Advantage Global Integrative Strategies Using E-Business for global Expansion E-Global or E-Local Entry Strategy Alternatives Reactive Responses Exporting; Licensing; Franchising; Contract Manufacturing; Of/shoring; Service
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OF SUBJECTS FT 101C FT 102C FT 103C FT 104C FT 105C FT 106C FT 107C FT 108C Management Principles and Practices Mathematics and Statistics for Managers Accounting for Managers IT and E-Business Fundamentals Business Environment Organization Behavior and Processes Business Communication Business Legislation 1-2 3-4 5-6 7-8 9-10 11-12 13-14 15-16 COURSES AND SYLLABUS FOR SECOND, THIRD AND FOURTH SEMESTER SHALL BE COMMUNICATED LATER. 2 FT-101C MANAGEMENT PRINCIPLES AND PRACTICES Course
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Study in Cross-Cultural Management JAMES R. LINCOLN, HAROLD R. KERBO, and ELKE WITT'ENHAGEN* From a series of qualitative interviews with Japanese managers and German managers and workers in thirty-one Japanese-owned companies in the Dusseldorf region of western Germany, this article discusses differences in cultural patterns and organizational styles between the German and Japanese employees and the problems these pose for communication, cooperation, and morale. First, we deal with cultural contrasts:
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CHAPTER 1 The Nature of Negotiation Objectives 1. 2. 3. 4. Understand the definition of negotiation, the key elements of a negotiation process, and the distinct types of negotiation. Explore how people use negotiation to manage different situations of interdependence—that is, that they depend on each other for achieving their goals. Consider how negotiation fits within the broader perspective of processes for managing conflict. Gain an overview of the organization of this book and the content
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