Cross-Cultural Business Behavior Model
7. Richard R. Gesteland is the author of a cross-cultural business behavior model. In his model he names 4 set of attributes. Each set has 2 contrary traits. We have: * relationship-focused and deal-focused business cultures * formal and informal business cultures * polychronic and monochromic business cultures * reserved and expressive business cultures
We present each set of attributes in a table to simplify the content: Relationship-focused business cultures | Deal-focused business cultures | People are usually reluctant to do business withstrangers. | An openness to talking business with strangers. | Make initial contact indirectly: at trade shows,on official trade missions or via intermediaries,introductions and referrals. | Though introductions and referrals are alwayshelpful, it is generally possible to contact potentialcustomers or business partners directly. | At meetings, take plenty of time to build trustand rapport before getting down to business. | At meetings, people get down to business after justa few minutes of general conversation. | It is important to maintain harmony, avoidconflict and confrontation during discussions. | When communicating, the priority is clarity ofunderstanding. Little thought is given to maintaining harmony with counterparts during negotiations. | Negotiators tend to be sensitive to issues of "face", dignity, self-respect. | Little attention paid to issues of "face" | A preference for indirect, high-contextcommunication to avoid offending others. | Expect direct, frank, low-context communicationmost of the time. | Effective communication and problem-solvingrequire frequent face-to face contacts. | Much communication and problem-solving handledvia telephone, fax and e-mail rather than in face-tofacemeetings. | Lawyers are usually kept in the backgroundduring negotiations. | Lawyers are often seated at the negotiating table. | A reliance on close relationships rather thancontracts to resolve disagreements.
We present each set of attributes in a table to simplify the content: Relationship-focused business cultures | Deal-focused business cultures | People are usually reluctant to do business withstrangers. | An openness to talking business with strangers. | Make initial contact indirectly: at trade shows,on official trade missions or via intermediaries,introductions and referrals. | Though introductions and referrals are alwayshelpful, it is generally possible to contact potentialcustomers or business partners directly. | At meetings, take plenty of time to build trustand rapport before getting down to business. | At meetings, people get down to business after justa few minutes of general conversation. | It is important to maintain harmony, avoidconflict and confrontation during discussions. | When communicating, the priority is clarity ofunderstanding. Little thought is given to maintaining harmony with counterparts during negotiations. | Negotiators tend to be sensitive to issues of "face", dignity, self-respect. | Little attention paid to issues of "face" | A preference for indirect, high-contextcommunication to avoid offending others. | Expect direct, frank, low-context communicationmost of the time. | Effective communication and problem-solvingrequire frequent face-to face contacts. | Much communication and problem-solving handledvia telephone, fax and e-mail rather than in face-tofacemeetings. | Lawyers are usually kept in the backgroundduring negotiations. | Lawyers are often seated at the negotiating table. | A reliance on close relationships rather thancontracts to resolve disagreements.