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Preface | |
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Cultural Anthropology and International Business | |
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Introduction: Global Connections | |
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The Anthropological Perspective | |
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Cultural Anthropology and Business | |
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Culture and International Business | |
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The Need for Greater Awareness of the Cultural Environment | |
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International Competency-A National Problem | |
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Culture and International Business: A Conceptual Approach | |
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Culture Defined | |
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Culture Is Learned | |
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Culture Influences Biological Processes | |
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Cultural Universals | |
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Economic Systems | |
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Marriage and Family Systems | |
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Educational Systems | |
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Social Control Systems | |
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Supernatural Belief Systems | |
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Cultural Change | |
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Ethnocentrism | |
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Cultures Are Integrated Wholes | |
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Some Precautions | |
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Corporations Also Have Cultures | |
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Cultural Differences in Business: Challenges and Opportunities | |
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Crass-Cultural Scenarios | |
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Communicating across Cultures: Language | |
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The Need for Linguistic Proficiency in International Business | |
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Linguistic Diversity | |
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Language and Culture | |
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The Influence of Culture on Language | |
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The Influence of Language on Culture | |
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Language Mirrors Values | |
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Linguistic Style | |
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Language and Social Context | |
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Some Additional Complicating Factors | |
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Slang | |
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Euphemisms | |
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Proverbs | |
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Verbal Dueling | |
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Humor | |
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Conversational Taboos | |
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New Modes of Communication in the Twenty-First Century | |
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Conclusion | |
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Cross-Cultural Scenarios | |
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Communicating across Cultures: The Nonverbal Dimension | |
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The Nature of Nonverbal Communication | |
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Body Posture | |
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Hand Gestures | |
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Facial Expressions | |
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Gaze | |
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Proxemics | |
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Bodily Contact (Touching) | |
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Conclusion | |
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Cross-Cultural Scenarios | |
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Contrasting Cultural Values | |
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The Individual-Collective Dimension | |
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How This Value Plays Out in the Two Types of Societies | |
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Implications for Business | |
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The Equality-Hierarchy Dimension | |
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How This Value Plays Out in the Two Types of Societies | |
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Implications for Business | |
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The Tough-Tender Dimension | |
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How This Value Plays Out in the Two Types of Societies | |
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Implications for Business | |
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The Uncertainty-Avoidance Dimension | |
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How This Value Plays Out in the Two Types of Societies | |
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Implications for Business | |
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The Time Dimension | |
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Precise versus Loose Reckoning of Time | |
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Sequential versus Synchronized Time | |
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Past, Present, and Future Orientations | |
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How This Value Plays Out in Different Types of Societies | |
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Implications for Business | |
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Conclusion | |
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Cross-Cultural Scenarios | |
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Negotiating across Cultures | |
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The Nature of Cross-Cultural Negotiation | |
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Where to Negotiate | |
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Effective Strategies for International Negotiators | |
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Avoid Cultural Cluelessness | |
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Concentrate on Long-Term Relationships, Not Short-Term Contracts | |
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Focus on the Interests behind the Positions | |
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Avoid Overreliance on Cultural Generalizations | |
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Be Sensitive to Timing | |
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Remain Flexible | |
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Prepare Carefully | |
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Learn to Listen, Not Just Speak | |
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Be Realistic about How Others View Us | |
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Act Ethically and with Integrity | |
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The Use of Interpreters | |
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The Global Negotiator | |
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Cross-Cultural Scenarios | |
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Coping with Culture Shock | |
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The Nature of Culture Shock | |
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Minimizing Culture Shock | |
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Cross-Cultural Scenarios | |
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Developing Global Managers | |
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Selection | |
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Communication Skills | |
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Personality Traits | |
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Motivation | |
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Family Circumstances | |
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CCT | |
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Repatriation | |
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Global Managers for the Twenty-First Century | |
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Cross-Cultural Scenarios | |
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Cross-Cultural Scenario Discussions | |
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Locating Relevant Cultural Information | |
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The Traditional Anthropological Approach | |
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Culture-Specific Associations | |
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Some Country-Specific Sources | |
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U.S. Government Sources | |
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Sources of Country-Specific News and Current Events | |
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The Electronic Library | |
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Human Resources for Culture-Specific Information | |
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One's Own Company | |
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Academia | |
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Foreign Trade Offices | |
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Private-Sector Consultants and Trainers | |
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The Search for Cultural Information Upon Arrival | |
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In-Country Documentary Resources | |
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In-Country Human Resources | |
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Conclusion | |
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References | |
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Photo Credits | |
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Index | |