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However when you make friends in Asian countries they tend to be long-term friends.

Asian cultures and values

Foreign managers need to learn how to build networks and build relationships with people, and to build cultural fluency. Unfortunately years of research suggests that traditional approaches to cultural training are of limited use in real life, perhaps because trying to explain differences in terms of dimensions — for example, describing Asian cultures as collectivist and Westerners as individualistic — fails to take account of the complexities. The focus is on learning by doing, by taking part in real life activities such as working with other students, watching videos, or spending time in the workplace.

Dr Zhu herself checks her perspective with her daughter and other second-generation Chinese who have been brought up in Australia. Having lived outside of China for more than 20 years, she also asks opinions from friends about local knowledge within the country.

Bridging the cultural gap

This long-term, patient approach to building trust and learning has certainly paid off for Apple, which struck a deal to supply iPhones through China Mobile in Bahasa Indonesia voaindonesia. Khmer voacambodia. Africa Afaan Oromoo voaafaanoromoo. Bambara voabambara.

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Hausa voahausa. Ndebele voandebele. Shona voashona.

Soomaaliga voasomali. Kiswahili voaswahili.

Bridging the Disconnect with Learners From Other Cultures - Training Industry

Zimbabwe voazimbabwe. Kurdi dengeamerika.

Cultural difference in business - Valerie Hoeks - TEDxHaarlem

Two concepts are important to grasp. The first is Nemawashi, a drive for consensus, which paves the way for a successful meeting with senior managers. Open meeting areas are the norm — and having informal talks with stakeholders in these areas, or over tea, and gaining their trust and approval is a significant contribution to future deals. The other important dynamic is Horenso, where both parties keep each other constantly updated in a quite detailed way, from the project draft to day-to-day operations.

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  7. Any issue is reported and people are consulted in a much more collaborative way than is the norm in Western countries for example. In the Arab world, people tend to engage in business with partners they know and like, therefore what may look like lengthy small talk can actually be a way to determine whether you are a suitable business partner.

    It is thus well worth investing time to engage with and get to know your counterparts. Time horizons are different, decisions can take a long time, and schedules and meetings can be shifted or delayed, so patience and flexibility are important assets to bring to the table.

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    The concept of time also differs in many other cultures. While one would be expected to be precisely on time in most European countries, across Africa and Latin America time can occasionally be more of a guideline, and equally, decision making and planning horizons can differ widely. For the globally connected executive it pays to invest in gaining cultural understanding and developing a high level of cross-cultural competency. Spending time to read up on the fundamentals of etiquette and doing business in the country, and mapping out a plan for approaching the right decision makers in the right way, can work very well.

    When dealing with complex cultures, getting some coaching or introductions from a local expert can make all the difference.

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