Culture i one of the mot challenging element of the international marketplace. 『Thi ytem of learned behavior pattern characteritic of the member of a given ociety i contantly haped by a et of dynamic variable: language, religion, value and attitude, manner and cutom, aethetic, technology, education, and ocial intitution.』① To cope with thi ytem, an international manager need both factual and interpretive knowledge of culture. To ome extent, the factual knowledge can be learned; it interpretation come only through experience.
The mot complicated problem in dealing with the cultural environment tem from the fact that one cannot learn culture one ha to live it. Two chool of thought exit in the buine world on how to deal with cultural diverity. One i that buine i buine the world around, following the model of Pepi and McDonald . In ome cae, globalization i a fact of life; however, cultural difference are till far from converging.
The other chool propoe that companie mut tailor buine approache to individual culture. Setting up policie and procedure in each country ha been compared to an organ tranplant; the critical quetion center around acceptance or rejection. The major challenge to the international manager i to make ure that rejection i not a reult of cultural myopia or even blindne.WWw.hAOZUowEn.com
Fortune examined the international performance of a dozen large companie that earn 20 percent or more of their revenue overea. The internationally ucceful companie all hare an important quality: patience. They have not ruhed into ituation but rather built their operation carefully by following the mot baic buine principle. Thee principle are to know your adverary, know your audience, and know your cutomer.