Bridging Cultural Gaps: American and Sharahadan Business Negotiations
Cultural Differences in Global Business Communication
Today’s business world is highly globalized, and the ability to manage cultural differences is the skill that distinguishes a successful international company from a struggling one. In the observed case of American and Sharahadan businessmen, there are two extremely different approaches to communication. Consequently, productive business relationships between these two companies are challenging but possible.
Analyzing Differences Using Trompenaars’ Framework
Applying several dimensions of Trompenaars’ cultural dimension theory to this particular case allows us to make a clear comparison of the American and Sharahadan companies.
Involvement: Specific vs. Diffuse Cultures
First, an obvious mismatch is evident when comparing these two cultures in terms of the degree of involvement. The American culture typically refers to the *specific* type, aspiring to keep personal and professional lives separated. In contrast, the Sharahadans adopt the *diffuse* approach, with their inclination to establish personal relationships before discussing business matters (“A journey…” 2). While this aspect alone does not doom business relationships, it inevitably creates a degree of distrust for the second party and discontent for the former one.
Feelings Expression: Neutral vs. Affective Cultures
Another dimension contributing to communication difficulties between the companies’ representatives is the degree of feelings expression. American businessmen are not likely to allow their genuine feelings to be shown, belonging to the *neutral* culture. Sharahadans, on the contrary, tend to “speak expressively” and, though being humble, like to convey messages nonverbally (“A journey…” 2). For this reason, they can be referred to as the *affective* culture. For Americans, this type of behavior will inevitably be considered as **”pushy and loud”** while their counterpart will presumably think they are dealing with **insincere partners** (“A journey…” 3). This difference further complicates potential relationships.
Rules and Relationships: Universalism vs. Particularism
Finally, complications may emerge due to these cultures’ different views regarding the importance of rules and relationships. In the American *universalistic* culture, rules are typically given higher priority than any personal connections. For Sharahadans, such an approach will seem strange, since they tend to view each particular relationship as a criterion for their behavior and emphasize the significance of close personal linkage (“A journey…” 2). This difference will therefore create certain misunderstandings between the parties during their negotiations. Overall, being different in so many aspects, the discussed companies are very unlikely to establish close business relationships and make a mutually beneficial deal unless they specifically aim at solving this potential issue.
The Role of Cultural Intelligence in Negotiation
Both companies’ representatives certainly have an opportunity to find common ground in their negotiation. What could be of huge significance in this case is the application of cultural intelligence (CQ) theory. Being specifically developed for considering the cultural component of motivation, this theory addresses one’s capability to adapt to different cultural contexts when interacting with people (Browaeys and Price 127). According to cultural intelligence theory, confidence, persistence, and affinity with a new culture are actually able to improve a manager’s performance effectiveness in an international context (Browaeys and Price 127). Indeed, by understanding the influence of your counterpart’s cultural background on their behavior, you become provided with an essential and effective business tool, helping successfully engage in that particular environment.
Assessing Cultural Intelligence in the Case Study
In the observed case, the Sharahadan representatives are mentioned to demonstrate a degree of cultural intelligence, since they are predisposed to treat American guests with respect and communicate with them even in case they are rude (“A journey…” 2). As to the American company’s representatives, several signs are described in the observed case that suggest their cultural intelligence score is not the highest one.
- All they know about the counterpart’s culture is unpleasant rumors.
- Their approach of “getting right down to business” certainly does not reflect appreciation and respect for the host’s traditions.
Thus, it is highly recommended to the American representatives to pay much more attention to this aspect of the meeting.
Conclusion: Achieving Successful Cross-Cultural Partnership
The observed case is a very illustrative example of how cultural differences may negatively affect business relationships. The discrepancies regarding cultural dimensions of American and Sharahadan representatives will likely prevent the potential deal from being closed on desired terms without intervention. Nonetheless, by increasing cultural intelligence, which is especially significant for the American company’s representatives, both parties may conduct quite successful negotiations resulting in a long-term partnership.