Cross Cultural Management

The purpose of this essay to demonstrate the ethnical differences among the UK charabanc going to melt d throw as an dislodge jitney in Colombia. By fetching into love Hofstede, Bond, Trompenaars and former(a) cross heathen watchfulness exploreers to pop the question the UK tutor near the Colombian socialization, taking into exactation the differences among leading vogues, decision devising, recruitment and selection, need, planning and team versus individual running(a). The reason for selecting Colombia was that check to the resolvents by Geert Hofstede, these devil countries argon rattling(prenominal) opposite to sensation a nonher.T here(predicate)fore it impart be grievous to comp atomic number 18 the differences and the similarities betwixt the countries ending. gibe to Adler (1983) Cross heathen Management is delineate as the study of the behavior of mountain in the organizations located in elaborations and nations around the public. It sharpenes on the description of organisational doings within countries and agri cultivations, on the comparison of organizational behaviour cross itinerarys countries and marks, and peradventure approximately heavyly on the interactional of masses from assorted countries employing within the same organization or within the same work environment.As an advisor to a UK company open(a)ing a subsidiary and to transmit an expatriate autobus to work in Colombia, the best room is to memorialise the rural argona with an evaluateance to what is the grow of Colombia, as it is always unwrap to accept and then expect. Hofstede defines conclusion as the collective programming of the mind which distinguishes the members of virtuoso human group from a nonher tillage, in this sense, includes determine systems of encourages ar a core element of burnish. (Mead et al, 2009) From further research on Hofstedes culture dimension, we stinker state that in that respect is a huge un standardised amidst the UK and Colombian culture. (Hofstede, 2009) place Distance is the extent to which members of a cabargont accept the unequal distri thoion of agent among individuals. (B tout ensemble et al 2004) On the Power Distance dimension (PDI) Colombia checkd a comparatively mettle roughly score of (67). Hofstede, (2011) the score reveal that Colombians ar reliant on stock absentice and arrest leadership that is regularly in a paternalistic approach.This is predictable by workers, they are often loyal and the assumption is that completely actority and peakability is at a mellower level. Here subordinates are to daintiness those in state of affairss of causeity with extra respect, meaning it is a society that has a truly(prenominal) downcast level of tolerance for uncertainty. The manager sack outs everything and is every last(predicate) plyful. Harris et al (2004) Management here is seen as being rootitarian, the theory X managers as d efined by McGregor. Netmba, (2011) In Colombia the lines of communicating in organisation is vertical, subordinates exit norm eithery know whom to report to.Companies here are characterised by a less ceremonial controls and fewer layers of management. (Mead et al, 2004) fit in to Geert Hofstedes culture dimensions scores, UK has the score of (35) This studys that the UK has a very low power distance, which means that it society de-emphasises the differences between citizens power and wealth. It places more emphasis on opportunity and equality for every mavin. Managers and subordinates are ticklishened equ whollyy. Hodgetts et al, (2003). Here the management style as more of the theory Y manager, as managers are more fictile. (Netmba, 2011)Trompenaars impressions Individualism and Collectivism dimension as the conflict between groups and individual interest. Triandis, (1994) this reflects the underlying arrangement of society integrated, mischievous social arrangement involv ing collective responsibility. (Jhon Martin, 2005) UK has a score of (89) on the Hofstedes finding, this score indicate that UK has a gamey score on laissez faire and a high gross internal product and a analogous a free governmental structure. Here the society are more individuals and are expected to insure after themselves and their immediate families simply. Mcfarlin et al, 2011) On the other consider Colombia has a score of (13), this indicates the opposite of UK, meaning that Colombia is a collective society, where a favourite for a strongly tie social framework in which citizens are integrated in groups, they expect their clan, families, or other in-group to look after them in ex interpolate for unquestioning reliability.Colombians societies are strongly from birth onwards integrated into strong groups, this is often extended family. (Hofstede and Bond, 1988) Colombian people would openly express emotions unconstipated off in craft circumstances, whereas the British would consider such display n nonrecreational. (Helen Deresky, 2003) UK managers separates work, consanguinitys and private looses, they compartmentalise their private lives and work, they are more direct and open, whereas in an diffused oriented cultures, such as Colombia, there is spill over from work into personal consanguinitys. (Helen Deresky, 2003) According to Edward dorm Britain is a monochronic metre society. To British citizens age is precious and limited re fount, it is to be scheduled, saved, and similarly spent with precision, for the British clock time is money, and the clock is at all times running. on that pointfore, schedules and deadlines mustiness to be met, and when others are not on time for coming upons, British may feel insulted, when confluences digress from their purpose, British tend to de regulate impatient. (Mcfarlin et al, 2011) even in Colombia attitude toward time is manana meaning tomorrow. From Edward residency research, Colombian is a polychonic time society. Despite the fact that the British frequently regards a deadline as a firm commitment, Colombians often regards deadline imposed on them as an insult. They feel that important things ram long time and then cannot be rushed.Colombians are not known for punctuality. They may arrive at a stock meeting 15 or 20 minutes late, since this is considered the norm. (Mcfarlin et al, 2011) The UK manager going to Colombia must be careful not to offend Colombians as they mis reckon the local phrase of time. Polychronic cultures take a more flexible view of time and this may be hard for British to understand. The effect of human human relationship configurationing is regarded with untold(prenominal) more importance in some part of the globe. It is important for a cross culture manager to be aware of the influence of culture on decision making styles and process. Deresky, 2003) According to Harris et al, (2004) British negotiators are in general speaking objecti ve regarding the distinct issue at hand and usually would like to waste no time in getting down to melody and making progress. They understand the others position, and are marked by tolerance and compromise. Managers here are seen as being one dimensional, mechanistic and caught in a short term transitional approach. They focus more on schematic rules than relationships. According to trompenaars dimensions UK is seen as being a high universalism society, However Colombia is seen high on particularism.Hodgetts et al, (2003) Colombian managers would like to take sufficient time to build trust and respect as a basis for negotiating focus. In Colombia personal commitment to individuals, sooner than the legal system, form the basis for the enforcement of contracts. UK manager must be aware that relationship building is in fact, the outset grade of negotiations with the Colombian. Looking at Trompennars dimension of diffuse vs specific, Colombians are known to hurt an indirect pa rley style and they rely on facial expression. With the Colombians it is considered surface-mannered to keep close eye contact during conversations.With close champions, women could kiss each other on one cheek or clasp forearms. manpower often hug and hit each others back. This particular hug is known as the abrazo. ( heathenish taboos, 2010) Colombians leave behind also ask numerous another(prenominal) civic questions and go through other pleasantries UK managers should expect inquiries as to your trip, family, friend and health, when greeting Colombians you dont not rush them, as it is considered indurate and disrespect to rush greeting. The standard greeting is the handshake upon entre and departure. Cultural taboos, 2010) In the other hand dialogue in the UK impart be more direct and reserved they avoid high pressure tactic and confrontational behaviour. (Harris et al, 2004) Language can also be a cavity for a British expatriate gutter going to work in Colombia . Inability to speak local language can be a challenge therefore the British manager must learn Spanish when going to work in Colombia as this will help. In Colombia selecting a leader or a manager from a company is the approximately important decision, as they will normally postulate to know them personally and probably establish friendship.They confuse decisions on the basis of feelings, rather than go crossways or a posteriori evidence of other facts. Cultural taboos (2010) In Colombia in the lead starting a meeting, there will always be a small splatter, this is necessary in as its gives manager and subordinate the time to get to know each other personally. It is seen as a high-priced way to establish relationship this is seen as a high priority than just doing caper line. Most time other cultures doing business with Colombian should sojourn for them to initiate the business discussion. (Charles, Trompenaars, 2004)At the end of the meeting, do not hurry off wait a unretentive longer to continue talking with the work colleague or business partners, Colombians will find it impolite and impious to leave immediately following a meeting, this to them suggest that you stick breach things to do. Therefore a British expatriate manager should take this into love as mentioned above, time is not an issue for Colombians, and Meetings will last as long as they need to last, and establishing trust is very important first. (Charles, Trompenaars, 2004)Management like a shot must define sure that they are dread and being mum across heathenish borders. As a UK manager working as an expatriate in Colombia, there are many a(prenominal) things to take into account as the two countries are very dissimilar when it grapples to cross cultural differences and in cross cultural management. Dealing with contrasting culturally teams can be a challenge. The expatriate UK manager going to Colombia must consider and respect that Colombians management is total ly divers(prenominal) from the one from UK therefore the expatriate manager must show appreciation and consideration of Colombian culture.Uk manager should show tolerance, in respecting Colombians cultural views, beliefs and get to tolerance for their difference working practices, as mentioned above in the views from Trompenaar, Colombia is seen as a high particularism society, they focus is more on relationship than bollock habits, in Colombia the business set is very formal and the expatriate manager from UK will be more successful if he bears in mind the importance of being polite at all times. And treat people in positions of causeity with respect.It is better to make an error on the side of being excessively formal rather than to jeopardize a business relationship by being too informal and appearance flippant. Cultural taboos (2010) whereas in the UK this is not the case. British society is seen as high universalism, they focus is more on formal rules than relationships, here business contract are adhered to very closely, and they believe that a bulk is a spile. (Hodgetts et al 2003) The UK expatriate manager must also shoot the familiarity of the Colombian organisational culture and history, as this will help him know incisively what to expect from the Colombian working trategy, and learn who has the antecedentity to decide on settlement and on the decision making. He must also take whatever step that is necessary to gain an in depth understanding of Colombians, and how they negotiating styles, views of process, and cultural values may come to play. some other important issue that the UK expatriate manager should consider is language, the pretermit of foreign language skills will put the British manager at a disadvantage, as communicatory parley is important.In Colombia business is done in English and in Spanish, therefore the British manager should consider learning Spanish before taking the challenge of working in Colombia. In Conclusi on a manger moving to work from one coun sweat to another, must know that it is not an easy issue but a challenging one. Cross cultural manager must learn the differences management styles between the host country and the visiting country. Taking into consideration their cultures differences, value, beliefs and norms.References Dereskey, E. (2011). inter study Management, 7th Edition. Prentice Hall Dereskey, E. 2003). International Management, 4TH Edition. Prentice Hall Mcfalin, D. , Sweeney, P. (2011). International Management, 4th Edition. refreshful York Harris, P. Robert, T, . Moran, S, . Moran, V. (2004). Managing Cultural Differences, 6TH Edition. USA Hampden, C, T, Trompennar, F. (2004). Building Cross- Cultural Competence. UK Hodgetts, R. Luthans, F. (2003) International Management, fifth Edition Mead, R. , Andrews T. (2009). International Management, 4th Edition Wiley Nancy J. (1983). The Academy of Management surveil Cross-Cultural Management interrogation The Ostrich and the Trend Cultural taboos (2010) accessible at http//www. circlesofexcellence. com/blog/? tag=cultural-taboos&paged=2 accessed 21 March, 2011. Colombian culture tips Available at http//rw-3. com/tag/colombian-culture/ accessed 19 March, 2011. Intercultural Management, UK. Being a Manager in United Kingdom http//www. kwintessential. co. uk/intercultural/management/uk. html Accessed 20 March, 20011. surmise X and Theory Y Available at http//www. netmba. com/mgmt/ob/motivation/mcgregor/ accessed 19 March, 2011. APENDIX Geert Hofstede Culture Dimension regard http//www. geert-hofstede. com/hofstede_dimensions. php? ulture1=94&culture2=19 senior high Context vs. wiped out(p) Context Take a look how members of high and low contextual cultures see themselves and their opposites High Context colloquy polite respectful integrates by similarities/harmony not directLow Context converse open true integrates by authenticity direct High Context claims Low Context impolite cannot read b etween the lines naive no self discipline too fastLow Context claims High Context hiding nurture not trustable arrogant too formal too slow Seehttp//glob deliberate. com/2009/06/24/indirect-communication-and-indirect-leadership-in-asia/Cross Cultural ManagementCROSS CULTURAL worry under(a) these conditions it is obvious that corporations very often operate in diverse countries and circle with people from other nations. The bon ton that makes business outside the home country encounters some challengingies. There are significant differences among countries according to their culture and this light upons their relationships between trade partners or cooperating companies. This subject very often is draw by Lisbeth Clausen.She is a professor that associates with Department of Intercultural Communication and Management at Copenhagen ancestry School and she is also affiliated with Asia Research Center. In the International ledger of Cross Cultural Management, 2007 Vol 7(3) 3 17-332 we can find an expression highborn merged Comunication Challenges A Negotiation Culture Perspective, written by Lisbeth Clausen. The denomination is idea on her research project, which examines communication between danish pastry companies and their headquarters/alliances in lacquer.The main interest in this research is related to communications between people in organizations with a orbiculate side. The motive for a grade and a half was part of the international untesteds fertilise research team at Keio University in Japan where she was observing political decision-making processes in the newsrooms at the public service site NHK and also the commercialised station TV Asahi. She has interviewed forty journalists, foreign correspondents, editors and famous anchors and the quint Nipponese national news producers close their performance of international news and also she has compared studies of danish and Nipponese news programs.Her project is donjoned by the danish Research Council (LOK). She also has interviewed fifty global managers from Denmark and Japan, paying attention to their cooperation, their cultural challenges in communication and implementation of strategies in Japan. In her oblige unified Communication and Challenges-A Negotiated Culture Perspective is the essence of her long term studies and hard work. The authors main dissertation is that business culture cannot be defined only in terms of nationality.By the examination of Danish- Nipponese business relationships she tries to show that there are other factors like industry, organizational and professional cognition that shape culture. However that does not mean that national characteristics and values are not important. The article is very well up organized. It includes a little introduction to the worrys. Lisbeth presents results of her research that she did while being in Japan. She applies concept of negotiated culture to empirical data at both organiza tional and contextual levels in intercultural encounters.Communication is viewed as a complex, multi- issued, and dynamic process in which global managers central meaning (Clausen, 2007). The fact that she based her article on the theories of intercultural communication and negotiated culture and after that lead readers through discipline obtained from managers engaged in Danish-Japanese business to get to conclusions that support verbalise by her dissertation, strengths this article, makes it clearer and more reliable. found on the analyses of strategic and operational communications that occur in the business relationship between Denmark headquarter and its alliance partner in Japan, Lisbeth indicates how the western view of communication processes differs from the Japanese and how many challenges are brought about by the globalization. As mentioned preceding the theoretical foundation for these studies is a theory of negotiated culture.According to Brannen and Salk (t2000) nat ional neckcloth is a source of values and norms for managers, but is not a epitope of communication outcomes negotiated culture appear when members from different national and organizational cultures cut through unitedly during cooperation between corporation from two different countries make out the specific holdings of a headquarters/partners relationship cultural differences may affect assess related issues in unexpected ways The fact that the author indicates all the sources from which she has obtained discipline presented in the article makes this articlea more valuable source of intimacy about intercultural communication. Lisbeth has collected data for her studies in April 2004 in Denmark and in September-November 2004 in Japan. She refers to the company she was examining as the Shoe Company. She conducted fifty interviews in five companies as part of a larger project on management, communication and competence. The goal of interviewed make in both Denmark and Japan w as to achieve a bully understanding of the viewpoints of both the headquarters and the partner.In Denmark Lisbeth has focused on the production of new prototypes and has met people in the factory. In Japan she has visited several(prenominal) clothe stores and has spent some time in the showroom. She has thoroughly interviewed managers and handlers from so many departments. Besides that she has also interview via telephone the managing theatre director of Asia (Danish) stationed in Hong Kong (Clausen, 2007). It seems like Lisbeth has put so much effort in obtaining all the information that let her be as objective as possible. The article is well organized. Every problem that is discussed belongs to different paragraph, with a header to make it easier to understand. The author describes different issues step by step without mixing them together.Everything together is machine-accessible in the reasonable article and all the conclusions are careworn from all the information prese nted in there. It gives me an impression that Lisbeth has broad knowledge about the problem of communication according to the culture differentiation. Besides that the language that she uses even if she talks about some theories is rather always clear. Because all businesses subscribe to communication therefore ability to communicate with people from other culture is crucial in global ground of business. Communication becomes more difficult when partners come from different cultural background and speak different language (Adler, 2002).There are no doubts that managers and expatriates have bear-sized challenges dealing with their partners across the borders. Culture in certain way shapes the communication. To explain better the relationship between culture and communication the author is so precise and describes first the imprint of communication, considering more than just one perspective. I think that this is one of the substantiations that Lisbeth tries to be very objective . Western approach is concerned on communication as a transmission of information from sender to receiver, what is understood as a possible to control process. From the other side she also presents east perspective that emphasizes a role of cooperation. Besides that she also focuses on write up of culture.She presents different theories of culture at the end she puts essence of all of them in a conclusion. She sees culture as a part of relationship rather than in predetermined structure. Lisbeth very good presents the base on which she draws her conclusions. To support her thesis about influence of cultural differentiation for business relationship she presents all the facts that she has recorded while interviewing managers in horseshoe Company. That also includes the information about development of the cooperation between Denmark and Japan in the habilitate Company. Danish Company makes business with Japanese on the base of licensing. According to her interviews the author ind icates as many areas that show differences in culture as possible.The culture of the shoe Company is influenced by the founders. Headquarter director always has his vision and his own way of doing things. The Company even posses a book with 25 culture Maxims. Danish managers highlight some of them, facilitate paying attention for role of entrepreneur. Japanese from the other side respect Danish rules and business philosophy, but they cannot curb everything into a Japanese business setting. Even if Danish managers make so many trips to Japan to get know better Japanese culture and customs the author emphasizes the fact that there are still big differences that force Japanese to modify Danish business philosophy.To incite readers about differences in Danish and Japanese culture Lisbeth gives so many shells from Companies bearing. SHOE Company has an office in throw away Kong. The managerial director (Danish) is the only person from this office that deal with Japanese. He lives in Honk Kong. He is kind of mediator between Danish managers and Japanese. He has much better abilities to communicate with Japanese than his Danish coworkers. On the base of this example, Lisbeth proofs that there are different cultures in Denmark and in Japan. The fact that managerial director in Honk Kong can better communicate with Japanese is a result of cultural learning and adaptation of the Asian managerial director.The author very good presents a base for her conclusions. She discusses variety of factors that affect her last effect. According to organization of communication she presents Danish and Japanese perspectives. Japanese quetch that they have to move toward a more western style of management in Japan. Danish asses this a little bit different. They say that Japanese are too much conservative and spend too much time making sure that everything is perfect before they launch the product. merely dominating there vertical hierarchy does not support commit employees. The lack of freedom, independence and personal responsibilities makes business slower and less create that it could be.Another important issue discovered by Lisbeth during her studies was lack of organization on distribution channel. There is intermediary system of distribution in Japan, which in Danishs opinion makes selling prices to go up. unfortunately the power of wholesalers is overwhelming in the Japanese market, and many department stores are depended on them. Japanese usage of wholesalers is not possible to change. I think that this example strengths Lisbeths article because proofs the assumption that different markets have different cultural heritage, what definitely affect the way of doing business. To make her arguments even stronger Lisbeth took scalelike look at Product, Brand and Marketing strategy in the SHOE Company.The main strategy of the Corporation is that local subsidiaries and factories around the world make as many decisions by them self as possible. Ho wever there are still many disputes. Denmark wants to support its shoes as Danish as comfortable, which is accepted by Japan, but Japan, does not want promote slow and comfortable life that in Japanese opinion is an attribute of Danish people. This totally does not fit to the Japanese life style in a big metropolis. There are so many areas of disputes that results from different tradition, culture and lifestyle. Japan accepts and implements only 50% of Danish ideas for marketing. mistakable situation appears if it comes about brand strategy.Living in the global world Danish tries to apply one global strategy to its products, as yet Japanese do not agree. Japan has its own history and position of its market. Japan is not so open for changes. While in Denmark change of manager usually results in the change of strategy, in Japan new managers try to learn company strategy overrules. (Clausen, 2007) Lisbeth also indicates the diversity between Japanese and Danish cultures that are ver y visible during the joint meetings. That is connected with different style of negotiation presented by each country. For Danish the most important are results that are based on the number of business decisions made during the meeting.They are very active, talk a lot sometimes even interrupting his coworkers. They try to discuss as many new ideas as possible. affaire is not very formal. Japanese act totally different and value other things. For them every business meeting it has a form of formal ceremony. It is extremely important for them to attend the meeting. Japanese do not talk too much, the listen. They comment only if they are asked to do it. For Danish people this is not so easy, because to be successful making business with Japanese they have to follow their ritual and be very patient. The author also indicates diversity of work culture. Japanese are always very well prepared and pay lots of attention for small details.They focus on the relationship building. Very often th ey meet after the business meeting to go out together for dinner. Danish are not like that. For them business is business and free time is separated from it. They do not enjoy spending their private free time for meeting people from work. Lisbeth Clausen has done a very good job assembling all this data and information from her interviewed. For me her article seems like a very good and reliable source of knowledge about the intercultural communication on the base of Danish-Japanese cooperation. Her deep research provides so many examples of diversity of cultures between these two countries.Numerous analyses of certain facts and behaviors let readers better understand stated problem. interrogatory of the situation that she personally experienced is a good way of delivering proof for her thesis. I think that for me as a student of businessadministration this article is very valuable. It makes me realize that culture of each country is not the same, sometimes not even similar. Differ ences in culture affect the way of communication. In the ascorbic acid of development of globalization there are many challenges in making business across the countries. Maybe one day I will work for a Company that performs global and I will have to deal with managers from different culture.Lisbeth indicates that it is important to know culture and tradition of other countries while making business with them. She introduce to reader Danish and Japanese style of negotiation. If one day I will have to deal with someone from these two countries I will already have some knowledge about their culture. I totally agree with Lisbeth thesis that culture shape communication. References Adler, N. J. (2002) The International Dimension of organisational Behavior, 4th edn. Canada North-Western Brannen, Y. and Salk, J. E. (2000) Partnering across Borders Negotiating Organizational Culture in German-Japanese Joint Venture, Human dealings 53(4)451-87.Cross Cultural ManagementCROSS CULTURAL MANAGEM ENT Under these conditions it is obvious that corporations very often operate in different countries and deal with people from other nations. The Company that makes business outside the home country encounters some difficulties. There are significant differences among countries according to their culture and this affects their relationships between trade partners or cooperating companies. This subject very often is described by Lisbeth Clausen.She is a professor that associates with Department of Intercultural Communication and Management at Copenhagen Business School and she is also affiliated with Asia Research Center. In the International Journal of Cross Cultural Management, 2007 Vol 7(3) 317-332 we can find an article titled Corporate Comunication Challenges A Negotiation Culture Perspective, written by Lisbeth Clausen. The article is based on her research project, which examines communication between Danish companies and their headquarters/alliances in Japan.The main interest in this research is related to communications between people in organizations with a global perspective. The author for a year and a half was part of the international news flow research team at Keio University in Japan where she was observing political decision-making processes in the newsrooms at the public service station NHK and also the commercial station TV Asahi. She has interviewed forty journalists, foreign correspondents, editors and famous anchors and the five Japanese national news producers about their production of international news and also she has compared studies of Danish and Japanese news programs.Her project is supported by the Danish Research Council (LOK). She also has interviewed fifty global managers from Denmark and Japan, paying attention to their cooperation, their cultural challenges in communication and implementation of strategies in Japan. In her article Corporate Communication and Challenges-A Negotiated Culture Perspective is the essence of her lon g term studies and hard work. The authors main thesis is that business culture cannot be defined only in terms of nationality.By the examination of Danish-Japanese business relationships she tries to show that there are other factors like industry, organizational and professional knowledge that shape culture. However that does not mean that national characteristics and values are not important. The article is very well organized. It includes a little introduction to the problems. Lisbeth presents results of her research that she did while being in Japan. She applies concept of negotiated culture to empirical data at both organizational and contextual levels in intercultural encounters.Communication is viewed as a complex, multi- issued, and dynamic process in which global managers exchange meaning (Clausen, 2007). The fact that she based her article on the theories of intercultural communication and negotiated culture and after that lead readers through information obtained from man agers engaged in Danish-Japanese business to get to conclusions that support stated by her thesis, strengths this article, makes it clearer and more reliable.Based on the analyses of strategic and operational communications that occur in the business relationship between Denmark headquarter and its alliance partner in Japan, Lisbeth indicates how the western view of communication processes differs from the Japanese and how many challenges are brought about by the globalization. As mentioned earlier the theoretical foundation for these studies is a theory of negotiated culture.According to Brannen and Salk (t2000) national origin is a source of values and norms for managers, but is not a determinant of communication outcomes negotiated culture appear when members from different national and organizational cultures deal together during cooperation between corporation from two different countries emerge the specific attributes of a headquarters/partners relationship cultural difference s may affect task related issues in unexpected ways The fact that the author indicates all the sources from which she has obtained information presented in the article makes this articlea more valuable source of knowledge about intercultural communication. Lisbeth has collected data for her studies in April 2004 in Denmark and in September-November 2004 in Japan. She refers to the company she was examining as the Shoe Company. She conducted fifty interviews in five companies as part of a larger project on management, communication and competence. The goal of interviewed made in both Denmark and Japan was to achieve a good understanding of the viewpoints of both the headquarters and the partner.In Denmark Lisbeth has focused on the production of new prototypes and has met people in the factory. In Japan she has visited several shoe stores and has spent some time in the showroom. She has thoroughly interviewed managers and directors from so many departments. Besides that she has also interview via telephone the managing director of Asia (Danish) stationed in Hong Kong (Clausen, 2007). It seems like Lisbeth has put so much effort in obtaining all the information that let her be as objective as possible. The article is well organized. Every problem that is discussed belongs to different paragraph, with a header to make it easier to understand. The author describes different issues step by step without mixing them together.Everything together is connected in the reasonable article and all the conclusions are drawn from all the information presented in there. It gives me an impression that Lisbeth has broad knowledge about the problem of communication according to the culture differentiation. Besides that the language that she uses even if she talks about some theories is rather always clear. Because all businesses involve communication therefore ability to communicate with people from other culture is crucial in global world of business. Communication becomes more difficult when partners come from different cultural background and speak different language (Adler, 2002).There are no doubts that managers and expatriates have big challenges dealing with their partners across the borders. Culture in certain way shapes the communication. To explain better the relationship between culture and communication the author is so precise and describes first the notion of communication, considering more than just one perspective. I think that this is one of the proofs that Lisbeth tries to be very objective. Western approach is concerned on communication as a transmission of information from sender to receiver, what is understood as a possible to control process. From the other side she also presents eastern perspective that emphasizes a role of cooperation. Besides that she also focuses on explanation of culture.She presents different theories of culture at the end she puts essence of all of them in a conclusion. She sees culture as a part of relationship rather than in predetermined structure. Lisbeth very good presents the base on which she draws her conclusions. To support her thesis about influence of cultural differentiation for business relationship she presents all the facts that she has recorded while interviewing managers in SHOE Company. That also includes the information about development of the cooperation between Denmark and Japan in the SHOE Company. Danish Company makes business with Japanese on the base of licensing. According to her interviews the author indicates as many areas that show differences in culture as possible.The culture of the SHOE Company is influenced by the founders. Headquarter director always has his vision and his own way of doing things. The Company even posses a book with 25 culture Maxims. Danish managers highlight some of them, still paying attention for role of entrepreneur. Japanese from the other side respect Danish rules and business philosophy, but they cannot incorporate everything into a Japanese business setting. Even if Danish managers made so many trips to Japan to get know better Japanese culture and customs the author emphasizes the fact that there are still big differences that force Japanese to modify Danish business philosophy.To convince readers about differences in Danish and Japanese culture Lisbeth gives so many examples from Companies life. SHOE Company has an office in Honk Kong. The managerial director (Danish) is the only person from this office that deal with Japanese. He lives in Honk Kong. He is kind of mediator between Danish managers and Japanese. He has much better abilities to communicate with Japanese than his Danish coworkers. On the base of this example, Lisbeth proofs that there are different cultures in Denmark and in Japan. The fact that managerial director in Honk Kong can better communicate with Japanese is a result of cultural learning and adaptation of the Asian managerial director.The author very good presents a base for her conc lusions. She discusses variety of factors that affect her final opinion. According to organization of communication she presents Danish and Japanese perspectives. Japanese complain that they have to move toward a more western style of management in Japan. Danish asses this a little bit different. They say that Japanese are too much conservative and spend too much time making sure that everything is perfect before they launch the product. Moreover dominating there vertical hierarchy does not support empower employees. The lack of freedom, independence and personal responsibilities makes business slower and less developed that it could be.Another important issue discovered by Lisbeth during her studies was lack of agreement on distribution channel. There is intermediary system of distribution in Japan, which in Danishs opinion makes selling prices to go up. Unfortunately the power of wholesalers is overwhelming in the Japanese market, and many department stores are depended on them. J apanese tradition of wholesalers is not possible to change. I think that this example strengths Lisbeths article because proofs the assumption that different markets have different cultural heritage, what definitely affect the way of doing business. To make her arguments even stronger Lisbeth took closer look at Product, Brand and Marketing strategy in the SHOE Company.The main strategy of the Corporation is that local subsidiaries and factories around the world make as many decisions by them self as possible. However there are still many disputes. Denmark wants to promote its shoes as Danish as comfortable, which is accepted by Japan, but Japan, does not want promote slow and comfortable life that in Japanese opinion is an attribute of Danish people. This totally does not fit to the Japanese life style in a big metropolis. There are so many areas of disputes that results from different tradition, culture and lifestyle. Japan accepts and implements only 50% of Danish ideas for marke ting. Similar situation appears if it comes about brand strategy.Living in the global world Danish tries to apply one global strategy to its products, however Japanese do not agree. Japan has its own history and position of its market. Japan is not so open for changes. While in Denmark change of manager usually results in the change of strategy, in Japan new managers try to learn company strategy overrules. (Clausen, 2007) Lisbeth also indicates the diversity between Japanese and Danish cultures that are very visible during the joint meetings. That is connected with different style of negotiation presented by each country. For Danish the most important are results that are based on the number of business decisions made during the meeting.They are very active, talk a lot sometimes even interrupting his coworkers. They try to discuss as many new ideas as possible. Participation is not very formal. Japanese act totally different and value other things. For them every business meeting i t has a form of formal ceremony. It is extremely important for them to attend the meeting. Japanese do not talk too much, the listen. They comment only if they are asked to do it. For Danish people this is not so easy, because to be successful making business with Japanese they have to follow their ritual and be very patient. The author also indicates diversity of work culture. Japanese are always very well prepared and pay lots of attention for small details.They focus on the relationship building. Very often they meet after the business meeting to go out together for dinner. Danish are not like that. For them business is business and free time is separated from it. They do not enjoy spending their private free time for meeting people from work. Lisbeth Clausen has done a very good job collecting all this data and information from her interviewed. For me her article seems like a very good and reliable source of knowledge about the intercultural communication on the base of Danish-J apanese cooperation. Her deep research provides so many examples of diversity of cultures between these two countries.Numerous analyses of certain facts and behaviors let readers better understand stated problem. Examination of the situation that she personally experienced is a good way of delivering proof for her thesis. I think that for me as a student of businessadministration this article is very valuable. It makes me realize that culture of each country is not the same, sometimes not even similar. Differences in culture affect the way of communication. In the century of development of globalization there are many challenges in making business across the countries. Maybe one day I will work for a Company that performs global and I will have to deal with managers from different culture.Lisbeth indicates that it is important to know culture and tradition of other countries while making business with them. She introduce to reader Danish and Japanese style of negotiation. If one day I will have to deal with someone from these two countries I will already have some knowledge about their culture. I totally agree with Lisbeth thesis that culture shape communication. References Adler, N. J. (2002) The International Dimension of Organizational Behavior, 4th edn. Canada North-Western Brannen, Y. and Salk, J. E. (2000) Partnering across Borders Negotiating Organizational Culture in German-Japanese Joint Venture, Human Relations 53(4)451-87.