(Solution) College of  Business and Management: BUSN 510: Intercultural Communication

Table of Contents

1.0 Introduction. 2

2.0 Cultural Differences in doing Business in Germany and China. 2

3.0 Barriers and facilitators to network relationships and intercultural communication among diverse business cultures  5

3.1 Network Relationships in Making Collaboration and Partnerships Work. 5

3.2 Intercultural communication in Making Collaboration and Partnerships Work. 6

4.0 Leadership Traits influence Business Synergies in Intercultural Business Domains. 7

5.0 Conclusion. 8

References. 10

1.0 Introduction

Currently, due to the increased globalization, intercultural communication has become a significant area of organization operations. To support this view, Wales et al. (2019) research hypothesised that cross-cultural communication is currently strategically relevant for organisations due to increased global business growth, technology and internet. Hence, an understanding of cross-cultural communication is essential for organizations engaging diverse employees or planning in pursuing global business. As a best practice, Nam and Kannan (2020) argued that this focuses on how individuals of different cultures are speaking, communicating and perceiving the world around them.

Based on this background information, this report focuses on a German Electronics Company interested on partnering with third-party Manufacturing Firm in China for assembling household electrical goods. Therefore, by analysing this case, the cultural differences in doing business in Germany and China has been evaluated. Also, relevance or lack thereof of network relationships and intercultural communication for ensuring collaboration and partnerships work has also been put into account. Finally, the influence of leadership traits on business synergies in intercultural business domains has been evaluated.

2.0 Cultural Differences in doing Business in Germany and China

Adopting the definition of Kim and Lee (2020), cultural differences include different beliefs, behaviours, languages, practices and expression which are noted as unique to members of a particular ethnic group, race and national origin. By focusing on a multi-national business context, Beugelsdijk et al. (2020) noted that the cultural differences as contributing to individuals relationships with their external environment. This is due to the differences in scope of self-disclosure, assertiveness, willingness of cooperating, maintaining their positions of people and shared interpersonal style. Gerlach and Eriksson (2021) identified on the need for understanding the differences in culture in different countries and discerning the approaches of business implementation in the various cultures. This is through focusing on the factors illustrated in figure 1;

Figure 1: Hofstede Cultural Dimensions

Therefore, considering this model, it is possible to adopt the Hofstede Cultural Dimensions for evaluating he cultural differences of doing business in Germany and China.

Power Distance

Adopting the definition in Alabri et al. (2020), power distance identify the scope in which less powerful members in a country society expect and accept power as unevenly distributed. This is based on how a culture handles the issue of society inequality.  Considering the fact that social relationships are highly valued in China[MR1]  (Dong et al., 2020), it can be noted as being characterized by high power distance. Conversely, in Germany, being routine oriented, Sattorovich (2020), argue that they ensure that they are treating each other equally, encouraging each other to have a say and align critical decisions. For corporate culture, Germany is defined with mostly decentralization and flat hierarchy (Brinker & Satchwell, 2020). This is with China being centralized with multiple executive authority being taken down to subordinates (Jones, 2020). [MR2] Thus, for the German Electronic Company venturing into the Chinese market, would require a blend of centralized and decentralised cultures for success of their operations. However, abiding with government regulations is essential since they are majorly involved in business as opposed to Germany where trade people are engaged.

Individualism Vs Collectivism

As evidenced in Huang and Crotts (2019), this is used in identifying the scope of interdependence society maintains amongst its members. Considering China, the society is categorised as highly collectivist with individuals acting on interests of groups rather than themselves. This is as opposed to Germany which is identified in Özkarar-Gradwohl et al. (2020) as an individualistic society. Considering this, for the German Electronic Company, venturing in the Chinese market would mean that employees commitment to the entity is substantially low. This is with relationships with colleagues assuming a cooperative approach for in-groups.



Please click the icon below to receive this assessment in full