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Chapter 07 - Cross-Cultural Communication and Negotiation
Chapter 7: Cross-Cultural Communication and Negotiation
Learning Objectives and Chapter Summary

1. DEFINE the term communication, examine some examples of verbal
communication styles, and explain the importance of message interpretation.
Communication is the transfer of meaning from sender to receiver. The key to the
effectiveness of communication is how accurately the receiver interprets the
intended meaning.
2. ANALYZE the common downward and upward communication flows used in

international communication.
Communicating in the international business context involves both downward and

upward flows. Downward flows convey information from superior to subordinate;
these flows vary considerably from country to country. For example, the downward
system of organizational communication is much more prevalent in France than in
Japan. Upward communication conveys information from subordinate to superior.
In the United States and Japan, the upward system is more common than in South
America or some European countries.
3. EXAMINE the language, perception, and culture of communication, and nonverbal

barriers to effective international communication.
The international arena contains a number of communication barriers. Some of the

most important are language, perception, culture, and nonverbal communication.
Language, particularly in written communications, often loses considerable
meaning during interpretation. Perception and culture can result in people’s seeing
and interpreting things differently, and, as a result, communication can break down.
Nonverbal communication such as body language, facial expressions, and use of
physical space, time, and even color often varies from country to country and, if
improper, often results in communication problems.
4. PRESENT the steps that can be taken to overcome international communication

problems.
A number of steps can be taken to improve communication effectiveness. Some of

the most important include improving feedback, providing language and cultural
training, and encouraging flexibility and cooperation. These steps can be
particularly helpful in overcoming communication barriers in the international
context and can lead to more effective international management.
7-1
© 2015 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in
any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
5. DEVELOP approaches to international negotiations that respond to differences in

culture.
Negotiation is the process of bargaining with one or more parties to arrive at a

solution that is acceptable to all. There are two basic types of negotiation:
distributive negotiation involves bargaining over opposing goals while integrative
negotiation involves cooperation aimed at integrating interests. The negotiation
process involves five basic steps: planning, interpersonal relationship building,
exchanging task-related information, persuasion, and agreement. The way in which
the process is carried out often will vary because of cultural differences.
6. REVIEW different negotiating and bargaining behaviors that may improve

effective negotiations and outcomes.
There are a wide variety of tactics used in international negotiating. These include
location, time limits, buyer-seller relations, verbal behaviors, and nonverbal
behaviors. Negotiating for mutual benefit is enhanced by separating the people
from the problem, focusing on interests rather than positions, generating a variety
of options, insisting that the agreement be based on objective criteria, and standing
one’s ground.
The World of International Management: Offshoring Culture and

Communication
1. Summary:
This opening vignette highlights issues that many companies today face as they
take advantage of offshore opportunities. While moving certain operations offshore
can offer companies tremendous savings, it can also create problems as a result of
cultural differences and communications issues. Companies that proactively take
steps to manage these differences and ensure that communication is strong are more
likely to find their offshore operations are successful.
2. Suggested Class Discussion:
1. Why is it so important for companies that choose to offshore certain activities to

carefully consider how cross-border communication will be affected by both
national and organization differences in culture?
2. How should firms that offshore service tasks address cultural gaps and improve
communication between affiliates? How do different communication mediums
such as telephone versus e-mail exacerbate cultural divides?
7-2
3. Related Internet Sites:
• BusinessWeek {http://www.businessweek.com/}
• A.T. Kearney {http://www.atkearney.com}
Chapter Outline with Lecture Notes and Teaching Tips
The Overall Communication Process
1) Communication is the process of transferring meanings from sender to receiver. On the

surface, this appears to be a fairly straightforward process. On analysis, however, there are
a great many problems in the international arena that can result in the failure to transfer
meanings correctly.
Teaching Tip: There are many companies that help businesses overcome cross-cultural
communications challenges and develop cross-cultural communications strategies. An
example is PROV. Communications, Inc. {http://www.prov.co.jp}. The site contains an
excellent description of the cross-cultural communications solutions that the company
provides.
Teaching Tip: A series of reports on business customs, etiquette, cross-cultural

communication, proper gifts, negotiating tactics, business culture, manners, business
entertainment, and much more on the Internet at {http://www.businessculture.com/}.
Verbal Communication Styles
1) One way of examining the ways in which individuals convey information is by looking at
their communication styles.
2) Context is information that surrounds a communication and helps to convey the message.
a) Indirect and Direct Styles: In high-context cultures, messages are implicit and direct.
In low-context cultures, people often meet only to accomplish objectives.
b) Elaborate and Succinct Styles: There are three degrees of communication
styles―elaborate, exacting, and succinct.
c) Contextual and Personal Style: A contextual style is one that focuses on the speaker
and relationship of the parties. A personal style focuses on the speaker and the
reduction of barriers between the parties.
d) Affective and Instrumental Styles: The affective style is characterized by language
which requires the listener to carefully note what is being said and to observe how the
sender is presenting the message. In contrast, the instrumental style is goal-oriented
and focuses on the sender.
7-3
Teaching Tip: An interesting article dealing with the cultural dimensions of language is
available at{http://faculty.css.edu/dswenson/web/CULTURE/SURVNOTE.HTM}.
Interpretation of Communications
1) The effectiveness of communication in the international context often is determined by

how closely the sender and receiver have the same meaning for the same message.
Communication Flows
1) Communications flows in international organizations move both up and down.
Downward Communication
1) Downward communication is the transmission of information from superior to

subordinate.
a) The primary purpose of the manager-initiated communication flow is to convey orders
and information.
b) In the international context, downward communication poses special challenges: Less
direct communication in Asian countries, but orders are direct. In some European
countries, downward communication is not only direct but extends beyond business
matters.
c) Suggestions for all types of communication with nonnative speakers:
1. Use the most common words with their most common meanings.
2. Select words that have few alternative meanings.
3. Strictly follow the basic rules of grammar—more so than would be the case with
native speakers.
4. Speak with clear breaks between the words so that it is easier for the person to
follow.
5. Avoid using words that are esoteric or culturally biased such as “he struck out” or
“the whole idea is Mickey Mouse” because these clichés often have no meaning
for the listener.
6. Avoid the use of slang.
7. Do not use words or expressions that require the other person to create a mental
image such as “we were knee deep in the Big Muddy.”
8. Mimic the cultural flavor of the nonnative speaker’s language, for example, by
using more flowery communication with Spanish-speaking listeners than with
Germans.
9. Continually paraphrase and repeat the basic ideas.
10. At the end, test how well the other person understands by asking the individual to
paraphrase what has been said.
7-4
Upward Communication
1) Upward communication is the transfer of information from subordinate to superior.

a) The primary purpose of this subordinate-initiated upward communication is to provide
feedback, ask questions, or obtain assistance from higher-level management.
b) Upward communication does not always occur because of a number of
communication barriers.
Communication Barriers
1) The most important communication barriers for international management include
language, perception, culture, and nonverbal communication.
Language Barriers
1) Knowledge of the home country's language (the language used at the headquarters of the
MNC) is important for personnel placed in a foreign assignment. If managers do not
understand the language that is used at headquarters, they likely will make a wide
assortment of errors.
a) Language education is a good beginning, but it is often not enough to ensure that the
personnel are capable of doing the work.
b) Written communication has been getting increased attention, because poor writing is
proving to be a greater barrier than poor talking.
2) Cultural Barriers in Language: Cultural barriers have significant ramifications for

international communications. Even in countries where the same language is spoken,
cultural barriers exist. For example, Americans use a very different style to write letters
than managers from Great Britain do. Written communications in the U.S. sometimes
appear to be rude in Asian countries.
Perceptual Barriers
1) Perception is a person's view of reality. How people see reality can vary and will
influence their judgment and decision-making.
a) Advertising Messages: One way that perception can prove to be a problem in
international management communication is evident when one person uses words or
symbols that are misinterpreted by the other. A failure to understand home-country
perceptions can result in disastrous advertising programs.
b) View of Others: Perception influences communication when it deals with how
individuals "see" others. Most Americans, for example, believe others see them in the
same way they see themselves.
7-5
The Impact of Culture
1) The Impact of Culture: Besides language and perception, another major barrier to
communication is culture, a topic that was given detailed attention in Chapter 4. Culture
can affect communication in a number of ways, and one way is through the impact of
cultural values.
a) Cultural values vary from country to country.
i) Examples: U.S. nonclass-consciousness, as in college students from all economic
groups taking similar part-time jobs to make pocket money; U.S. belief that time is
an asset not to be wasted has limited meaning in some other ountires.
ii) Various values are reinforced and reflected in proverbs that Americans are taught
from an early age. These proverbs help to guide people’s behavior.
b) Misinterpretation: Cultural differences can cause misinterpretations both in how
others see expatriate managers and how the latter see them.
i) Americans are more informal than many others when conducting business, using
first names, for example.
ii) Suggestions:
• Be careful not to use generalized statements. Work hours, vacation accrual,
general business practices, and human resource issues vary widely from
country to country.
• Since most of the world uses the metric system, include converted weights and
measures in all internal and external communications.
• Keep in mind that even in English-speaking countries, words may have
different meanings. Not everyone knows what is meant by “counterclockwise,”
or “quite good.”
1/
• Remember that letterhead and paper sizes differ worldwide. The 8 2 x 11 inch
page is a U.S. standard, but most countries use an A4 (81/4 x 111/2 inch) size for
their letterhead, with envelopes to match.
• Dollars are not unique to the United States. When referring to American
dollars, it is important to use “US$.”
Nonverbal Communication
1) Nonverbal communication refers to the transfer of meaning through means such as body
language and the use of physical space. Table 7–6 in the text summarizes a number of
dimensions of nonverbal communication.
a) Kinesics
i) Kinesics is the study of communication through body movement and facial
expressions, primarily eye contact, posture, and gestures.
ii) Oculesics refers to the area of communication that deals with conveying messages
through the use of eye contact and gaze, such as looking someone in the eye.
iii) Haptics involves communicating through the use of bodily contact. More than half
the time, gestures that are assumed by Americans to be universal are
misinterpreted.
7-6
b) Proxemics
i) Proxemics is the study of the way people use physical space to convey messages.
ii) Americans use 4 distances to communicate face-to-face:
• Intimate distance is the distance between people that is used for very
confidential communication.
• Personal distance is the physical distance used for talking with family and
close friends.
• Social distance is the distance used to handle most business transactions.
• Public distance is the distance used when calling across the room or giving a
talk to a group.
c) Chronemics
i) Chronemics is the way in which time is used in culture.
ii) Monochronic time schedule is a time schedule in which things are done in a linear
fashion.
iii) Polychronic time schedule is a time schedule in which people tend to do several
things at the same time and place higher value on personal involvement than on
getting things done on time.
d) Chromatics
i) Chromatics is the use of color to communicate messages. Every society uses
chromatics, but in different ways.
ii) Knowing the importance and the specifics of chromatics in a culture can be very
helpful; such knowledge can help you avoid embarrassing situations.
Achieving Communication Effectiveness
1) Companies can improve the effectiveness of communication by improving feedback

systems, providing language and cultural training, and increasing flexibility and
cooperation.
Improve Feedback Systems
1) One of the most important ways of improving communication effectiveness in the

international context is to open up feedback systems.
2) There are two basic types of feedback systems: personal (e.g., face-to-face meetings,
telephone conversations, and personalized e-mail) and impersonal (e.g., reports, budgets,
and plans). At present, there seem to be varying degrees of feedback between the home
offices of MNCs and their affiliates.
3) Many international subsidiaries and affiliates are not operating as efficiently as they
should. The units may not have sufficient contact with the home office. They do not seem
to be getting continuous assistance and feedback that are critical to effective
communication.
7-7
Provide Language Training
1) Besides improving feedback systems, another way to make communication more effective
in the international arena is through language training.
a) Those who are not native speakers of English should learn the language well enough
so that face-to-face and telephone conversations and e-mail are possible.
b) If the language of the home office is not English, this other language also should be
learned.
c) Written communication also is extremely important in achieving effectiveness.
Provide Cultural Training
1) It is very difficult to communicate effectively with someone from another culture unless at
least one party has some understanding of the other's culture. Otherwise, communication
likely will break down.
2) It is erroneous to generalize about an “international” culture, because the various nations

and regions of the globe are so different. Training must be conducted on a regional or
country-specific basis.
Teaching Tip: Many businesses provide cultural training for companies that do business
overseas. An example is a firm called Across Cultures. The firm's website provides a nice
illustration of the services that cultural training firms provide. Three items are offered: the
book Cultural Intelligence, the Peterson Cultural Style Indicator (PCSI), and cultural
presentations/consulting services. Across Cultures' website is available at
{http://www.AcrossCultures.net/}.
Increase Flexibility and Cooperation
1) Effective international communications require increased flexibility and cooperation by all

parties. To improve understanding and cooperation, each party must be prepared to give a
little.
2) Essential starting point: Recognize and accept the inescapable subtleties and difficulties of
intercompany relationships. Then focus on the quality of the people at the interface
between organizations. Finally, require frequent, rapport-building meetings by at least
three organizational levels: top management, staff, and line management at the working
level.
Teaching Tip: The site "Your Japanese Guest" provides an excellent example of the
communications challenges that arise in international business. The site, which is
available at {http://fly.hiwaay.net/%7Eeueda/japguest.htm}, focuses specifically on the
challenges of effective American-Japanese communications.
7-8
Managing Cross-Cultural Negotiations

1) Negotiation is the process of bargaining with one or more parties for the purpose of
arriving at a solution that is acceptable to all. Negotiation often follows assessing political
environments and is a natural approach to conflict management.
Types of Negotiation
1) People enter into negotiations for a multitude of reasons, but the nature of the goal
determines what kind of negotiation will take place.
a) Distributive negotiations refers to bargaining that occurs when two parties with
opposing goals compete over a set value.
b) Integrative negotiations involves cooperation between two groups to integrate
interests, create value, and invest in the agreement.
The Negotiation Process
1) Several steps are used to manage the negotiation process.

a) Planning: Planning starts with the negotiators identifying those objectives they would
like to attain. Then, they explore the possible options for reaching these objectives.
b) Impersonal Relationship Building: The second phase of the negotiation process
involves getting to know the people on the other side.
c) Exchanging Task-Related Information: In this part of the negotiation process, each
group sets forth its position on the critical issues.
d) Persuasion: The success of this most important step often depends on (1) how well
the parties understand each other’s position, (2) the ability of each to identify areas of
similarity and difference, (3) the ability to create new options, and (4) the willingness
to work toward a solution that allows all parties to walk away feeling they have
achieved their objectives.
e) Agreement: The final phase of negotiations is the granting of concessions and
hammering out a final agreement; sometimes it is carried out piecemeal.
Cultural Differences Affecting Negotiations
1) Effective negotiation requires a sound understanding of the other side's culture.
2) Some recommendations (see also Trompenaars and Hampden-Turner: Chapter 4):

a) Do not identify the counterpart’s home culture too quickly.
b) Beware of the Western bias toward “doing.”
c) Try to counteract the tendency to formulate simple, consistent, stable images.
d) Do not assume that all aspects of the culture are equally significant.
e) Recognize that norms for outsiders may differ from those for compatriots.
f) Do not overestimate your familiarity with your counterpart’s culture.
3) Before beginning any negotiations, negotiators should review the negotiating style of the
other parties. Be as informed as possible and thus avoid trouble before it occurs.
7-9
Negotiation Tactics
1) Specific tactics are used in international negotiations.

a) Location: Where should negotiations take place? If the matter is very important, most
businesses will choose a neutral site.
b) Time Limits: Time limits are an important negotiation tactic when one party is under
a time constraint.
c) Buyer-Seller Relations: How should buyers and sellers act? Americans believe in
being objective and trading favors. Negotiators in many other countries have different
approaches.
Negotiating for Mutual Benefit
1) Separating the People from the Problem: Often, when a manager spends so much time
getting to know the issue, many become personally involved. Therefore, responses to a
particular position can be interpreted as a personal affront.
a) Take the other’s perspective; avoid blame and stay positive; aim for win-win.
b) Recognize and accept emotions and tension; avoid defensiveness.
c) Really talk, listen; summarize and interpret the other side.
d) Get into discussion before issues arise.
2) Focusing on Interests over Positions: The position one side takes can be expressed
through a simple outline, but still does not provide the most useful information. Digging
deeper into the situation by both recognizing your own interests and becoming more
familiar with others’ interests will put all active partners in a better position to defend their
proposal.
3) Generating Options: Managers may feel pressured to come to an agreement quickly for
many reasons, especially if they hail from a country that puts a value on time.
a) Better to have many options
b) Form proposals: brainstorm, state problem analyze issue, ponder approaches, stategize
actions, evaluate options, discuss necessary improvements.
c) Offer proposals agreeable to other side; pinpoint their decision makers and tailor
suggestions to them; support your proposal.
4) Using Objective Criteria: In cases where there are no common interests, avoid tension
by looking for objective options. Use legitimate, practical criteria; emphasize communal
nature of process; be flexible, within reason.
5) Standing Ground: Every discussion will have some imbalance of power, but there is
something negotiators can do to defend themselves.
a) No matter how long negotiations drag on, neither side should agree to terms that will
leave it worse off than its best alternative to a negotiated agreement, or BATNA.
7-10
b) If no common ground is reached, a neutral third party can come in; the third-party
person has the last word in what the true “final draft” is. If the parties decide it is still
unacceptable, walk away from negotiations.
Bargaining Behaviors
1) Verbal behaviors are critical to the success of negotiations. Make high initial offers, ask a
lot of questions, and do not make many verbal commitments until the end of the
negotiating process.
2) Use of Extreme Behaviors: Some negotiators begin by making extreme offers of

requests. An extreme bargaining position
a) Shows the bargainer will not be exploited
b) Extends negotiation; gives better opportunity to gain information on the opponent
c) Allows more room for concessions
d) Modifies opponent’s beliefs about bargainer’s preferences
e) Shows opponent that bargainer is willing to play the game according to the usual
norms
f) Lets bargainer gain more than if a less extreme initial position had been taken
3) Promises, Threats, and Other Behaviors: Another approach to bargaining is the use of
promises, threats, rewards, self-disclosures, and other (influenced by culture) behaviors
that are designed to influence the other party.
4) Nonverbal Behaviors: Nonverbal behaviors also are very common during negotiations.
Typical examples include silent periods, facial gazing, touching, and conversational
overlaps. See Table 7–10.
7-11
The World of International Management―Revisited
Questions & Suggested Answers
1. How is cultural communication in India similar to that of Europe and North

America? How is it different?
Answer: On the surface, communication in India is similar to that of Europe and

North America in that India also uses communications tools like the telephone and
e-mail. However, Indians tend to be vague with their messages as compared to
Americans or Europeans, and do not question management. Instead, Indians are
deferential, and may appear outwardly to agree with management, even if in reality
they do not. Consequently, they may not make suggestions or share information
without specifically being asked to do so. This situation can create a gap between
what U.S. or European managers think is going on and what is actually occurring.
2. What kind of managerial relationships could you assume exist between the
American financial services firm (mentioned in The World of International
Management) and its employees in India?
Answer: Many students will suggest that the relationship between the American
firm and its Indian employees is a distant and hierarchical one in which U.S.
managers are clearly above the employees in India. It appears that the U.S. firm is
not really taking the necessary steps to ensure that Indian employees fully
understand communications from the U.S. firm, nor the context in which they are
being made. In addition, there seems to be a lack of interaction and engagement
between the two groups.
3. What kind of negotiations could help engage Indian employees and overcome some
of the cultural problems encountered? How might culture play a role in the
approach the Indian employees take in their negotiation with the financial firm?
Answer: Negotiation is the process of bargaining with one or more parties to arrive
at a solution that is acceptable to all. In this particular case it might be wise to
provide cross-cultural training to both sides to help ensure that each better
understands the other culture. In addition, it is important to stress mutual respect
and communicate to the Indian employees that their opinions are important. One
way to do this is to avoid an us–versus–them environment by making sure that the
subsidiary has some more complex responsibilities and well as less complex ones.
Teamwork and collaboration should be encouraged, and there should be an
emphasis on sharing knowledge.
7-12
Key Terms
Chromatics―The use of color to communicate messages

Chronemics―The way in which time is used in a culture
Communication―The process of transferring meanings from sender to receiver
Context―Information that surrounds a communication and helps convey the message
Distributive negotiations―Bargaining that occurs when two parties with opposing goals
compete over a set value
Downward communication―The transmission of information from managers to subordinate
Haptics―Communicating through the use of bodily contact
Integrative negotiation―Bargaining that involves cooperation between two groups to
integrate interests, create value, and invest in the agreement
Intimate distance―Distance between people that is used for very confidential
communications
Kinesics―The study of communication through body movement and facial expression
Monochromic time schedule―A time schedule in which things are done in a linear fashion
Negotiation―Bargaining with one or more parties for the purpose of arriving at a solution
acceptable to all
Nonverbal communication―The transfer of meaning through means such as body language
and the use of physical space
Oculesics―The area of communication that deals with conveying messages through the use
of eye contact and gaze
Perception―A person’s view of reality
Personal distance―In communicating, the physical distance used for talking with family and
close friends
Polychromic time schedule―A time schedule in which people tend to do several things at the
same time and place higher value on personal involvement than on getting things done on
time
Proxemics―The study of the way people use physical space to convey messages
Public distance―In communicating, the distance used when calling across the room or giving
a talk to a group
Social distance―In communicating, the distance used to handle most business transactions
Upward communication―The transfer of meaning from subordinate to superior
7-13
REVIEW AND DISCUSSION QUESTIONS
1. How does explicit communication differ from implicit communication? Which is

one culture that makes wide use of explicit communication? Implicit
communication? Describe how one would go about conveying the following
message in each of the two cultures you identified: "You are trying very
hard, but you are still making too many mistakes."
Answer: Explicit communication involves directly saying exactly what you mean,
whereas implicit communication requires making inferences about meanings. The
U.S. culture makes wide use of explicit communication. For example, most
American managers are taught to set objectives in quantitative terms with
timetables for accomplishment. On the other hand, the Japanese culture makes wide
use of implicit communication. The Japanese are intentionally more ambiguous,
and no one individual carries responsibility for a particular idea. Instead, groups or
teams of employees assume joint responsibility. To convey the message in the U.S.
culture, a manager using explicit communication would probably simply say, "You
are trying hard, but you are still making too many mistakes." In the Japanese
culture, a manager might say, "Your effort is commendable," and then begin to
coach the employee on the area in which the mistakes were being made.
2. One of the major reasons that foreign expatriates have difficulty doing business in
the United States is that they do not understand American slang. A business
executive recently gave the authors the following three examples of
statements that had no direct meaning for her because she was unfamiliar
with U.S. slang: He was laughing like hell. Don't worry; it's a piece of cake.
Let's throw these ideas up against the wall and see if any of them stick. Why
did the foreign expat have trouble understanding these statements, and what
could be said instead?
Answer: The foreign expatriate had trouble understanding these statements because
she had misinterpreted their meaning. Statements that would be less likely to be
misinterpreted would be: He was laughing very loudly. Don't worry; it’s a very
simple task. Let's consider the merits of all these ideas and see if we find any that
appear to be workable.
7-14
3. Yamamoto Iron & Steel is considering setting up a minimill outside Atlanta,

Georgia. At present, the company is planning to send a group of executives
to the area to talk with local and state officials regarding this plant. In what
way might misperception be a barrier to effective communication between
the representatives for both sides? Identify and discuss two examples.
Answer: The way in which Yamamoto and the state officials see reality may vary,
and this will influence their judgment and decision making. Thus, perceptions of
the two parties can become a barrier to effective communication.
After greeting the executives from Yamamoto, the state officials may choose to get
right down to the business at hand. The Japanese executives might perceive the
behavior of the officials as being hasty and rude. In Japan, it is customary to spend
a much longer time "getting to know one another" before getting serious about
business. One of the state officials might try to create a more relaxed atmosphere by
trying to introduce a bit of humor into the initial conversation. Because of the
language barrier, the Japanese executives may not be certain as to whether the
comments were made in jest or as serious statements. To be on the safe side, the
Japanese executives will not laugh or even smile at the comments. Because of the
cold reaction to his humor, the state official may perceive the Japanese as being
cold and perhaps disinterested in the project.
4. Diaz Brothers is a winery in Barcelona. The company would like to expand

operations to the United States and begin distributing its products in the Chicago
area. If things work out well, the company then will expand to both coasts. In its
business dealings in the Midwest, how might culture prove to be a communication
barrier for the company's representatives from Barcelona? Identify and discuss two
examples.
Answer: The biggest cultural barriers to communication will probably stem from
lifestyle differences between the midwest and Barcelona. A prime example is
lunchtime behavior. In Chicago it is not uncommon to see managers eating lunch at
their desks purchased from the local fast food restaurant or perhaps skipping lunch
altogether. In France, lunch is usually a quite lengthy affair involving wine and
casual conversation. Also, the French managers may be unwilling to work into the
night to complete a project, whereas the Chicagoan may not think twice about a late
nighter. In any case, the outsider often has difficulty interpreting why these
culturally specific events are happening, and this becomes a barrier to effective
communication.
7-15
5. Why is nonverbal communication a barrier to effective communication? Would this

barrier be greater for Yamamoto Iron & Steel (question 3) or the Diaz Brothers
(question 4)? Defend your answer.
Answer: The use of body language (kinesics) and the use of physical space
(proxemics) can account for many perceptual problems, which act as barriers to
communication. The barrier could be substantial in both cases (Yamamoto Iron &
Steel and Diaz Brothers), but the Japanese company would probably experience
more communication problems than the French company simply because the Asian
culture differs from the Western culture in so many important ways. Of course, the
individual cultural experiences of the representatives of the two companies will be
an important factor as well.
6. For U.S. companies going abroad for the first time, which form of nonverbal
communication barriers would be the greatest, kinesics or proxemics? Why?
Defend your answer.
Answer: Both kinesics and proxemics will be barriers to communication, but in

most cases proxemics will be the greater of the two. A great deal of communication
is done through body language, and an American attempting to do business abroad
for the first time will find that even if he/she has complete mastery of the language,
he/she will still have difficulty communicating until the nonverbal gestures are
mastered.
7. If a company new to the international arena was negotiating an agreement with a

potential partner in an overseas country, what basic steps should it be
prepared to implement? Identify and describe them.
Answer: Negotiation is an important part of managing political risk and involves

bargaining with one or more parties for the purpose of arriving at a solution that is
acceptable to all. The five steps in this process include planning, building
interpersonal relationships, exchanging information with the purpose of each side
building a position, persuasion, and finally agreement.
8. What elements of the negotiation process should be done with only your group?
Which events should take place with all sides present? Why?
Answer: The first phase, planning, should be done only with your group. This is
when negotiators identify the objectives they would like to attain. Then they
explore options for reaching these objectives. The events that should take place
with all sides present are remaining steps of the process: interpersonal relationship
building, exchanging task-related information, persuasion, and the agreement.
These are done with all sides present because it is important to get to know the
other side and their goals in order to attain the goals your side has set.
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9. An American manager is trying to close a deal with a Brazilian manager, but has
not heard back from him for quite some time. The American is getting very nervous
that if he waits too long, he is going to miss out in any backup options due to
waiting for the Brazilian. What should the American do? How can the American
tell it is time to drop the deal? Give some signs that suggest negotiations will go no
further.
Answer: In American culture, time is considered an asset and should not be wasted.
The American manager should not let one deal ruin the chances of settling the deal
elsewhere. Americans believe it is important to be factual and objective. They often
make early concessions to show the other party that they are flexible and
reasonable. The American manager should have hammered out specific details in
the initial negotiation meetings, and also reviewed the negotiating styles of the
Brazilian manager. Researchers have found that Brazilians do better when they are
more deceptive and self-interested and their opponents are more open and honest
than they are. They are also much more prone to say no; therefore, the American
manager should move on to the backup options of the deal.
10. Wilsten Inc. has been approached by a Japanese firm that wants exclusive
production and selling rights for one of Wilsten's new high-tech products. What
does Wilsten need to know about Japanese bargaining behaviors to strike the best
possible deal with this company? Identify and describe five.
Answer: In doing business with Japan, Wilsten needs to become familiar with the
Japanese negotiating style so that the end result is a more effective negotiating
session. Patience and sincerity will go a long way in dealing with the Japanese.
Some Japanese behaviors to be aware of include the following:

• The Japanese like a good emotional climate for decision making where they are
given a chance to know the decision makers.
• The Japanese prefer to spend a great deal of time "getting to know" the person
with whom they will be negotiating. This is in stark contrast with the American
style of closing the deal as quickly as possible.
• The Japanese place a great emphasis on group consensus.
• The Japanese avoid arguments, whether they are right or wrong.
• The Japanese give great importance to accurate documentation.
• Many Japanese negotiators do not have the authority to make on-the-spot
decisions.
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Internet Exercise: Working Effectively at Toyota
Suggestion for Using the Exercise
1. After students have completed the material assigned in the exercise, ask them to
complete some or all of the same steps for Ford, a major U.S. automaker. Ask your
students to note the similarities and differences between the way Toyota and Ford
communicate with the general public. Which of these differences in communication
styles can be attributed to differences between the ways that Japanese and U.S.
companies communicate with the public?
In The International Spotlight: China

1. Do you think China will continue to achieve record growth? What factors could
hurt its prospects?
The Chinese economy continues to achieve tremendous growth, even during the
global economic crisis, although more conservative assessments show that the rate
of growth is slightly lower than what it is claimed to be. Advanced technology, as
well as cheap highly educated labor can enhance China’s chances to be able to
maintain its growth. WTO membership also enhances China’s growth
opportunities, as it facilitates its integration into the global economy. Increased
scrutiny of business practices may also lead to further economic growth due to
reducing risk factors for international investments.
Factors that may hurt China’s prospects include continued attempts by the Chinese
government to integrate socialist views from the past with a capitalist system;
consistent favoritism for local companies; corruption; and continued problems with
piracy, counterfeiting, industrial spying, and human rights violations.
2. Because of an abundance of cheap labor, China has been called “the workshop of
the world.” Do you think this will still be the case a decade from now? Why or why
not?
Answer: Apparently, this trend is already changing. Besides China’s competitive

labor costs, a highly educated and technologically adept workforce is gradually
becoming the primary attraction for companies that are outsourcing to China. Time
zone differences and the ability to operate and serve customers 24/7 are also an
attraction for many outsourcing organizations. However, wage differentials may
gradually disappear, even though work ethics and productivity advantages are
likely to be sustained by the Chinese culture. Companies that are seeking
advantages solely based on cheap labor may ultimately shift their focus to emerging
economies such as Central and Eastern Europe.
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3. What communication and negotiation approaches are likely to work best when
foreign MNCs experience demands from Chinese workers for higher wages?
Answer: In a Chinese company, managers and employees are likely to have a

contextual, implicit, indirect, succinct, affective communication style, which is
opposite to the style that would be used by U.S. companies. Silicon Valley
companies, for example, are likely to have incubator organization cultures, in
comparison to Chinese companies, which is likely to have a family culture. Such
vast cultural differences probably presented communication challenges between a
U.S. company and a Chinese company to start with.
Strikes in China point to problems that will change the profit margin for U.S.
companies manufacturing in China. As working conditions and wages improve,
China will become less attractive to U.S. companies. U.S. companies will benefit
from good experiences of negotiation between labor and management in the United
States. However, if those negotiations have gone badly in the past, the U.S.
companies may enter into negotiations with labor in China with a negative attitude.
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You Be the International Consultant: Foreign or Domestic?

1. What specific types of communication problems might Hatley encounter in dealing

with the South Koreans?
Answer: There are going to be many communication problems with the Koreans
even if things go well. There will be written and verbal communication problems
with English, Korean, and the translations. Perceptual differences in the way things
are interpreted, whether it be the advertising of the cars, contract agreements, etc.,
are bound to go wrong. The cultural values in South Korea are drastically different
from the U.S. Body language, facial expressions, or lack of them can be
misinterpreted. The Koreans show virtually no facial expression or display of
emotions and make little eye contact. This is often perceived as being cold by
Americans. Such is not the case though, if taken in the context of the culture.
2. Can these communication problems be resolved, or are they insurmountable and

simply have to be tolerated?
Answer: Many steps could be taken by Hatley to improve communication if she

chooses to go with the Korean offer. One of the most important ways of increasing
effectiveness in communication is through open feedback systems―both personally
and impersonally. Such feedback systems keep both sides aware of progress and aid
in monitoring and controlling of operations. Face-to-face meetings and liaisons are
helpful ways to aid the feedback process. Language training, both verbal and
written, is important so that at least phone conversations can be carried out. This
was one of Hatley's first concerns. To know what's really going on, it is necessary
to learn Korean. Cultural training would help Hatley and her associates understand
the Koreans better. It is almost a necessity when dealing with an Asian culture. A
strong dose of flexibility on both sides will also go a long way to aid the
communication process.
Based on communication problems alone, should Hatley back away from the deal
or proceed? Give your recommendation; then defend it.
Answer: Hatley should not back away from the Korean deal simply on the basis of
communication problems. If the Korean forecasts are really true, and Hatley could
earn an ROI 50 percent higher than on the American deal, she needs to evaluate the
communication problem and see if she feels it is rectifiable. With a $50 million
dollar investment and such tremendous profits to be earned, hiring one or several
language and communication specialists would be a drop in the bucket in terms of
cost. A few specialists could identify problem areas in advance, train people in how
to deal with or prevent communication problems, and make the entire operation run
smoothly.
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4. What negotiation approaches may Hatley use if she wants to continue with the deal
in order to increase her confidence that it will be successful?
Should Hatley decide to pursue the deal with the South Korean company, a lot of
planning is necessary. Dealing with Asian cultures requires a tremendous amount of
relationship-building, as trust and long-term relations are necessary foundations for
successful business. Moreover, Hatley needs to extensively communicate with her
potential partners, and collect more information, not only about their current and
potential market standing, but also about their behavior in previous partnerships.
She should also be willing to travel frequently and invest significant amounts of
time getting to know her partners better both on the professional and personal levels
and familiarizing herself with the national and organizational culture, the
individuals and processes involved in decision making, and the specific strategies
and operations of the organization. Based on this information, she should have a
more detailed contractual agreement that spells out areas of potential conflict.
However, it is the continuous investment in relationship-building efforts that will
matter more than anything else in increasing the chances of success of the venture.
That is why Hatley should also start training and grooming some of her staff to act
as liaisons between the two companies, and be willing to send them often or
relocate them in Korea, in order to coordinate operations and maintain close,
positive relationships.
Brief Integrative Case 2.1: Coca-Cola in India

1. What aspects of U.S. and Indian culture may have been causes of Coke’s
difficulties in India?
Answer: Coca-Cola first experienced difficulties when the Indian government

demanded Coke’s secret formula. Indians are highly suspicious of foreign investors
and any proposals they put forward. Therefore, when a few bottles of Coke
products were found to contain pesticides (found in many products grown/produced
there), it was very tough to convince the minister of health and the consumers of
India that Coca-Cola was a safe product. Another major challenge for Coca-Cola in
India is the government and its restrictive policies. These were eased in 1991 to
expand international business development, but once Coke was accused of
contaminating the drinking water, more restrictions were enforced upon Coca-Cola.
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2. How might Coca-Cola have responded differently when this situation first occurred,
especially in terms of reacting to negative perceptions among Indians of Coke and
other MNCs?
Answer: Coca-Cola probably should have responded much more quickly to reassure
consumers of the safety of Coke products. The allegations of politicians spread
rapidly through India and some even believe that the company was deliberately
targeted in an effort to bring a national problem to light. Coke was not prepared for
the situation and, in fact, spent time running tests and forming committees. In
hindsight, a quick response to consumers would have probably better served the
company. Coke was silent to its consumers, and in the Indian culture, people
interpret silence as guilt. The people wanted to hear from Coca-Cola immediately
rather than later. When the accusations of pesticide content became apparent, Coca-
Cola defended itself by accusing other companies of having similar problems.
3. If Coca-Cola wants to obtain more of India’s soft drink market, what changes does
it need to make?
Answer: Over the last decade, Coca-Cola has invested over $1 billion in India, and
now employs some 5,500 people. In addition, the company is responsible for
creating another 150,000 jobs with related companies. These efforts will help the
company gain respect and loyalty from the Indian population. In the future, Coca-
Cola needs to continue to partner with environmental affiliations and replenish the
water supply. Obviously, steps need to be taken to ensure that the water is
consumable and safe. Coca-Cola also needs to continue to invest in the nation to
show that foreign investment is safe and beneficial. The company should also take
the time to better understand India’s culture so that it can avoid costly mistakes in
the future.
4. How might companies like Coca-Cola and PepsiCo demonstrate their commitment
to working with different cultures and respecting the cultural and natural
environments of those societies?
Answer: Coca-Cola has learned the hard way that doing business is tough when the
culture is vastly different. Some of the things that Coca-Cola and PepsiCo may
want to do to demonstrate their commitment is to improve their feedback systems.
Feedback is particularly important between parent companies and their affiliates.
This will help improve the effectiveness of communication between the nations.
They also may want to provide cultural training which will prevent future
communication breakdowns. Also, effective communication requires increased
flexibility and cooperation by all parties. Coca-Cola and/or PepsiCo need to get
involved in the culture and learn the local way of doing things.
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Brief Integrative Case 2.2: Danone’s Wrangle with Wahaha

1. When and how did Danone expand into the Chinese market? What problems did
Danone Group encounter while operating in China?
Answer: Danone initially entered China in the late 1980s, and since then has made
significant investments in the country, and now employs some 23,000 people in its
Asia-Pacific area. Some 57 percent of the company’s Asian sales come directly
from China. Things were not always easy for Danone in China, however. The
company’s lack of knowledge of the local market created a number of challenges
for the company. Moreover, in 1996, Danone formed a joint venture agreement
with Chinese-based Wahaha Group. The relationship between the two companies
was contentious, and fraught with numerous legal dispute initiated by Danone
which felt that Wahaha was violating the terms of the joint venture agreement. The
joint venture, despite being relatively successful, was dissolved in 2009 after a
series of rulings in Wahaha’s favor.
2. How was the Danone and Wahaha JV formed? What was its structure? Why did
Danone decide to form a joint venture rather than establish a 100 percent-owned
subsidiary?
Answer: Danone’s lack of knowledge of the Chinese market perhaps contributed to

its decision to form a joint venture in 1996 with China’s Wahaha Group. The initial
joint venture was a three-way partnership among Danone, Wahaha, and Bai Fu Qin
Ltd. Danone later bought Bai Fu Qin’s share of the venture. Under the terms of the
original agreement, Danone and Bai Fu Qin formed a new company, Jin Jia
Investment which then had a 51 percent share, equally split between Danone and
Bai Fu Qin, in the Wahaha joint venture. Wahaha Group owned the remaining 49
percent of the joint venture. When Danone bought Bai Fu Qin’s share of Jin Jia
Investment, Danone effectively owned 51 percent of the Wahaha joint venture. By
forming the joint venture, the companies created the largest beverage company in
China.
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3. What was the problem of Danone Wahaha joint venture that triggered the conflict
between the companies? What were the differences in Danone’s and Wahaha’s
understanding of their own respective roles and responsibilities in this venture?
What aspects of national and organizational culture affected this perspective?
Answer: The dispute between Danone and Wahaha involved differences on how the
trademarks in the joint venture were to be used, and who actually controlled the
company. Wahaha believed that it owned all rights to the Wahaha trademark and
was able to establish brands outside the joint venture that used the Wahaha name.
Danone felt that the trademark belonged to the joint venture, a company that
Danone believed it controlled. Because Wahaha did not fully understand the
implications of its decision to transfer its trademark to the joint venture, and
Danone’s subsequent buyout of Bin Fu Qin’s share of Jin Jia Investment, it felt that
it had been misled by Danone. Danone’s perspective was that because it had 51
percent control of the joint venture, it controlled the trademark. The dispute
between the two companies resulted in a series of accusations and lawsuits, all of
which were ultimately decided in Wahaha’s favor.
4. Was Danone successful in proving its claims in court? How was the conflict
between the two companies resolved? What were the key lessons for Danone about
doing business in China?
Answer: In 2006, Danone accused Wahaha of violating the terms of the joint
venture and offered to buy the company out. When Wahaha rejected the offer,
Danone immediately filed lawsuits claiming that Wahaha had used the trademark
illegally and in doing so, threatened the viability of the joint venture. A total of ten
lawsuits were ultimately filed, all of which were settled in Wahaha’s favor. In 2009,
Danone agreed to sell its share of the joint venture to Wahaha effectively ending the
relationship between the two companies. Most students will recognize that
Danone’s experience will certainly prompt the company to be more diligent in
ensuring that the legal side of any future agreements in China is fully understood
and documented. In addition, the company may decide that forming a partnership
with a Chinese company is simply too risky and that the cost of building its brand
on its own is actually less costly in the long run.
5. Did Danone follow the advice regarding JVs in China listed in the list just above?
Which aspects did it follow and which did it not?
Answer: Most students will probably agree that Danone failed to fully follow any of
the rules for joint ventures in China. The company made assumptions about how
the agreement was structured, failed to ensure that legal issues were fully
researched and documented, and was perhaps not as engaged with the day-to-day
aspects of the venture as it should have been.
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In-Depth Integrative Case 2.1a: Euro Disneyland

1. Using Hofstede’s four cultural dimensions as a point of reference, what are some of
the main cultural differences between the United States and France?
Answer: Perceptions of how Americans see the French include arrogance,

flamboyance, hierarchical, and emotional. Perceptions of how the French view
Americans include naive, aggressive, unprincipled, and workaholics.
Power distance is the extent to which less powerful members of institutions and
organizations accept that power is distributed equally. Power distance of the
American and French cultures is not distributed equally. It is derived from the
position and the level of management one has in terms of the power distance
relationship.
Uncertainty avoidance is the extent to which people feel threatened by ambiguous

situations and have created beliefs and institutions that try to avoid these.
Uncertainty avoidance is relative both in American and French culture. Threatening
situations do exist in both cultures and employees are advised to avoid ambiguous
situations when possible. It is important to recognize the role an employee is
expected to perform to avoid uncertainty whenever possible.
Individualism is the tendency of people to look after themselves and their

immediate family only. In the American culture it is characterized by
individualism. An employee looks after one’s self and his or her immediate family.
In the more collective French culture, what is best for the group is emphasized. This
is a proponent of communism, which may apply in some industries in France.
Masculinity exists in a culture when the dominant values in society are success,
money, and things. Masculinity is very apparent in U.S. culture, which perpetuates
individualism and materialism. In the French culture there is a tradeoff to
femininity because French culture does not emphasize materialism.
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2. In what way has Trompenaars’ research helped explain cultural differences between
the United States and France?
Answer: According to Trompenaars, there are cultural differences between the

American and French culture. The four organizational cultures are:
Family Culture―A culture that is characterized by a strong emphasis on
hierarchy and orientation to the person.
Eiffel Tower Culture―A culture that is characterized by strong emphasis on
hierarchy and orientation to the task.
Guided Missile Culture―A culture that is characterized by a strong emphasis
on equality in the workplace and orientation to the task.
Incubator Culture―A culture that is characterized by a strong emphasis on
equality and orientation to the person.
In the United States an egalitarianism philosophy exists that is characterized by a

guided missile culture. This type of culture is exemplified by a formal organization
promoting a task orientation and support for people in the work environment. A
manager will make decisions for the greatest good for the greatest number in this
type of work environment. The Eiffel Tower culture is exemplified in the northwest
European culture. The French culture is more subdued, laid back, and is into more
traditional approaches to their management style. The bureaucratic organization
could be found in a French organization.
3. In managing its Euro Disneyland operations, what are three mistakes that the
company made? Explain.
Answer: A mistake Euro Disneyland has made is the lack of understanding of the
French culture. The decision to offer wine in Euro Disneyland restaurants was
essential to meet the needs of this French culture. Another mistake of management
was the lack of communication with the French farmers, politicians, villagers, and
even bankers. A third mistake was excessive pricing for admission into the park,
hotels, and food purchases. This investment became a cultural Chernobyl. It was
characterized as American provincialism. The French outcry was, “Disney go
home!” French prefer a more Victorian style to the theme park. Expatriate managers
were hired to fill top management positions, where French managers should have
filled those positions.
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4. Based on its experience, what are three lessons the company should have learned
about how to deal with diversity? Describe each.
Answer: The lesson that management has learned is to understand the need of
marketing research. Euro Disneyland ignored the data supporting the concept of
Main Street U.S.A. Instead Eisner introduced a more ornate and Victorian theme in
Euro Disneyland. Food menus offered at Euro Disneyland were American;
however, an attempt to tone down seasoning of foods was implemented. It is
important to understand food consumption patterns, and preferences of various
multi-market segments throughout Europe. Management should have adapted
restaurants to tastes, preferences, customs, and practices of the French culture. A
handbook of detailed rules on acceptable clothing, hairstyles, and jewelry, among
other things, embroiled the company in a legal and cultural dispute. Critics asked
how the brash Americans could be so insensitive to French culture, individualism,
and privacy. Disney officials insisted that a ruling that barred them from imposing a
squeaky-clean employment standard could threaten the image and long-term
success of the park. The physical environment in Paris is much different from
Disneyland or Disneyworld which have a warmer climate. Management should
have recognized that fireplaces would create a warmer atmosphere and should have
been part of the initial design. Finally, the preopening menu of spare ribs to be eaten
without silverware should have been reconsidered. The French like to use
silverware when they eat.
In-Depth Integrative Case 2.1b: Beyond Tokyo: Disney’s Expansion

in Asia
1. What cultural challenges are posed by Disney’s expansion into Asia? How are these
different from those in Europe?
Answer: With its large population, and relatively low number of theme parks, Asia
is a tremendously attractive location for Disney. Already, the company has been
successful in Tokyo. While its park in Hong Kong has been less profitable, the
company believes that further expansion into the region is worthwhile. However,
the company faces a number of cultural challenges that must be overcome.
Certainly language poses a problem for the company. At Hong Kong Disneyland,
for example, the company has chosen to be trilingual. In addition to dealing with
language differences, Disney must also tailor other components to meet the local
needs. The Hong Kong location includes more covered space to allow people to
enjoy the park without dealing with the region’s rainy weather, special gardens for
picture taking that appeal to the preferences of tourists visiting the park have been
created, and the menu has been adapted to local preferences. Plans for the Shanghai
location will incorporate Chinese cultural features as well as more traditional
Disney themes.
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2. How do cultural variables influence the location choice of theme parks around the
world?
Answer: Disney’s parks first and foremost promote Disney characters and themes.
Visitors to the parks want to experience the Magical Kingdom. In Asia, Disney has
encouraged acceptance and desire for all things Disney by exposing the population
to its characters, films, and other products over time. This type of strategy
facilitates the company’s efforts to then market its theme parks and reduces the
need to customize its products and services. Disney does adapt some aspects of its
park to meet the needs of locals, but is committed to standardizing other elements
across cultures.
3. Why was Disney’s Shanghai theme park so controversial? What are the risks and
benefits of this project?
Answer: Disney’s Shanghai park has been slow to get off the ground. Disney was
initially attracted to Shanghai because of its commercialization and
industrialization, and because it was relatively easy for large numbers of people to
get to. However, government corruption slowed progress on the park, and it was
formally put on hold in 2006. In 2009, Disney once again explored the potential for
the park, this time presenting it as an opportunity for China to be the recipient of
significant investment and new jobs. While Disney appears to have gotten the green
light to go ahead with project, the company must still contend with an uncertain
economic and legal environment for investment as well as the potential for cultural
problems. In addition, there is concern that a park in Shanghai could cannibalize
sales in the Hong Kong location, although Disney is currently downplaying those
concerns arguing that the Shanghai location will primarily attract a different group
of customers.
4. What location would you recommend for Disney’s next theme park in Asia? Why?
Answer: Many students will probably suggest that Disney explore the potential in
Singapore. Singapore has been a target for significant foreign investment over the
years, and offers a relatively welcoming environment in which to do business. In
addition, because of the Western influences that already exist, the population may
be more open to a Disney style attraction. Singapore also attracts nearly 10 million
tourists each year, and is close to the more populous regions of Indonesia and
Malaysia. Other possible locations include Malaysia or South Korea.
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In-Depth Integrative Case 2.2: Walmart’s Global Strategies

1. What was Walmart’s early global expansion strategy? Why did it choose to first
enter Mexico and Canada rather than expand into Europe and Asia?
Answer: Walmart began its international expansion in 1991 when it opened its first
store in Mexico. Canada followed in 1994. By 2010, Walmart had operations in 14
countries outside the continental United States, and Walmart International was a
$100 billion business. Walmart chose Mexico as its first international destination
because of its large, growing population, as well as its proximity to the United
States. In addition, Walmart was cautious about its prospects in Europe where the
market was highly competitive and mature. While counties like China shared some
of the characteristics as Mexico like large, growing population, they were also more
distant both geographically and culturally.
2. What cultural problems did Walmart face in some of the international markets it
entered? Which early strategies succeeded and which failed? Why? What lessons
did it learn from its experience in Germany and Japan?
Answer: Walmart’s international expansion has not always been easy. While its
ASDA acquisition in the United Kingdom was relatively successful, the company
met with tremendous resistance in Germany and later pulled out of the country
altogether, and in Japan, it faced a number of challenges before it saw signs of
success. Walmart tried to duplicate its successful U.S. model in Germany, but
found that it did not work there. The chain it had acquired, Wertkauf, had stores
that were geographically distant and often in poor locations, and the U.S. managers
it installed to run its new operations made a number of cultural gaffes. In addition,
Walmart faced strong competition from local companies Aldi and Lidl which had
much more market power than Walmart. In Japan, Walmart found that consumers
equated low prices with inferior products. Moreover, Walmart’s strategy of selling
large-sized packages did not suit the needs of Japanese consumers, most of whom
had limited storage options. Walmart also had to contend with wholesalers who
typically brokered deals between buyers and suppliers taking a cut of the profits
along the way. Walmart’s entry into Mexico was marred by extensive bribes, a
practice apparently concealed from the U.S. headquarters. Both the SEC and the
Justice Department are investigating. As a result, Walmart has created a new
executive position to ensure that all Wal-Mart employees are complying with the
U.S. Foreign Corrupt Practices Act.
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3. How would you characterize Walmart’s Latin America strategy? What countries
were targeted as part of this strategy? What potential does this region bring to
Walmart’s future global expansion? What cultural challenges and opportunities has
Walmart faced in Latin America?
Answer: Walmart appears to be taking a slow, sequential approach to its Latin

American expansion. Since its initial foray into Mexico in 1991, Walmart has
opened operations in Brazil, Argentina, Costa Rica, El Salvador, Guatemala,
Honduras, Nicaragua, and Chile. Walmart generally begins its expansion by
acquiring local companies and gradually shifts them toward the traditional Walmart
model, though often in a smaller format. In addition, Walmart is focusing on new
opportunities like banking to better meet the needs of its customers. Walmart sees
financial services as an important growth market in the regio, and plans to extend
its presence by offering additional services like life insurance.
4. What group of countries will be targeted for Walmart’s future growth? What are the
attractiveness and risk profiles of these countries? What regions of the world do
you think will be vital for Walmart’s future global expansion?
Answer: Walmart will be focusing on the BRIC countries of Brazil, Russia, India,
and China for future growth. China in particular is very attractive. In 2010, the
company indicated that it would speeding up its expansion into the country and that
it anticipates that in the future China will have the most Walmarts of any country in
the world. Walmart’s presence in China has been facilitated by the country’s
membership in the WTO, and now at least one of its stores is recognized as a tourist
destination. Competition is stiff in China, but Walmart has been following a
strategy similar to the one it has used in Latin America and has been buying smaller
chains as well as offering expanded services. Brazil is another large market that
Walmart would like to develop and is attractive not only because of its growing
population, more advanced infrastructure, and wealth creation, but also because it
lacks some of the barriers to foreign investment that are challenging Walmart in
India and Russia. India’s limits on foreign retailers are making it very difficult for
Walmart, which is currently approaching the market through partnerships with local
companies. Corruption in Russia is an additional concern for Walmart. Finally,
Walmart is in the early stages of exploring the potential in South Africa. At the
moment, the company would face only limited competition in the market, as chief
competitors Carrefour and Tesco have no presence there.
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5. How would you characterize Walmart's response to pressure for greater ethics and
social responsibilities in its expansion strategy and supply chain? Are its responses
appropriate and adequate?
After its entry into Mexico was marred by a pattern of bribes that headquarters were
not aware of, Walmart has created a new executive position to ensure that all Wal-
Mart employees are complying with the U.S. Foreign Corrupt Practices Act.
A series of fires and many deaths in substandard factories in Bangladesh have

resulted in renewed pressure on U.S. and European clothing brands to take greater
responsibility for the working conditions of the factories from which they source
products. Wal-Mart and the Gap Inc. subsequently announced their own agreement
to ensure factory safety in Bangladesh. This agreement will be overseen by the
Bipartisan Policy Center, a nonprofit group based in Washington As part of this
effort, various U.S. retail trade groups will join with Wal-Mart and Gapo, who had
been concerned about the legal liability associated with the competing, European-
dominated agreement. Walmart and other retailers continue to struggle with how to
manage extended global supply chains with multiple layers of suppliers.
Students will probably note other problems and will have a variety of opinions on
Walmart’s ethical responsibility in relation to the problems noted in the article and
the others raised in class.
7-31
Another random document with
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—Daa’s net! t’jonge … doar lait ’n lekker hoekie wind
hier! Sel d’r bloase hebbe f’murge, toen Ant d’r hier
plukt hept. Se waa’s d’r ook soo meroakels koud, dat ’t
waif hep stoan bibbere aa’s ’n koors hee? Se hep d’r
de heule murrege mit main jas anloope! Op ’t pad
hebbe se d’r aige naskraiuwt: Lamme Krelis! làmme
Krelis!
Kees zweeg. Z’n wijf kon ’m geen zier schelen. Woest

was ie op ’r dikke buik. Hij had ’r wel plat willen
trappen, want telkens zag ie ’r z’n eigen stomheid in,
z’n vuile stomheid. Stom nijdig plukte ie door, maar
Piet wou praten.
—Nou, da’ sel main ’n godsliefeheer skele! of je àchter

of veur ’n singel lait.… lait mi plukke.. En dan mi’ soo’n
guur end wailand veur je lampies! daa’s alle-jesis-
koud! En aa’s [257]je vaif uur achter mekoar plukt hep,
mò’ je rais kaike wa’ je hep.… puur niks meer aa’s ’n
poar mandjes!
—Joa … aa’s je soafes stopt, soek je vast noà wá’ je

daan hep!
—Nou, je bint t’r nou op kommende waige hee?.…

Moar ikke mot d’r nog ’n dot plukke! de Ouë is d’r puur
tuureluurs van, nou die soo feul kwait kèn aa’s tie wil!
Stil ’n poos bleven de kerels doorkruipen, ritselend in

de struiken, afknijpend de zwartgloeiende vruchtjes,
ze bij trossen smakkend in groote blanke sloffen voor
hen uit, op ’t stovende reuk-bedrenkte gras. Rond ze
heen, in struik en teelt onder vruchtboomen en hagen,
gloeide middagzon. ’t Groen stroomde lichtglans af,
zilverig, goudvlammig en fijn beschaduwdoezeld in al
andren gloei, tegen ’t licht. Onder de dichtgegroepte
vruchtboomen lommerde ’t koel als in ’n
kreupelboschje. Enkele in hoogen uitgroei waaierden
wat kronkeltakken uit, betrost met appeltjes, zacht
rose blozend als warm gestoeide kinderkopjes. Overal
onder getwijg, groen en rozerood, vlekte vruchtglans
tegen doorschemerend luchtblauw, takkenprieel in
zware dracht van vruchten, die vergoudden in vloed
van zonnevuur. Kleintjes zwollen de vruchtjes áán,
dof, tintwarm en pastelteer. Vlak bij den mossigen
stam verdrongen ze elkaar om licht en lucht. Wat
takken, harpig uitgebogen, goud-groenden in
zonnejool en appeltjes gloeiden dáár in glanzenden
wasem. In wilderen uitgroei stonden de pereboomen,
bronzig-dof bevrucht en de pruimen, donker
voldragen, groen als groote olijven. Op naakten hoek
tegen luchtblauw in, stronkigde vlak vóór Kees, op
woest onkruid-plekje, één appelboompje, smal en
tenger-rank voorover gebogen, luisterend naar de
zoemende zomer-geruchten.
En rondom vervloeide de geur van doorstoofde

gouden vruchtenhofjes, zèlf behageld van rozeroode
wang-appeltjes, nog gesmoord in groeigloed.
Afgevallen peertjes en appeltjes verwurmden
bleekgroen en gelig, overal verwaaid en uitgestrooid
onder de boompjes in ’t heet-geschroeide gras en
onkruid, tusschen koolen en zoete fransjes. [258]
Piet, met triestig gebaar wees naar ’n pruimeboom.

—Kaik Kees, wà vol die stoan hee? aa’s t’ie moar nie
’t weggetje naimt van sàin doar op ’t hoekie! die
gladekker! bai de biete main ik! die hep tug puur sain
aige dood draigt hee! snó’f’rjenne! da hai je d’r puur
nooit sien! die hep ’r sóó veul had dá’ tie nie raip hep
kenne worde hee? t’jong ’n skoon sicht da’ waa’s.. da
hep je d’r vast nooit sien!
Er ruischte weer stilte in den tuin en boomblaren

windsuizelden golf-zacht.—
Kees plukte door, sjouwde de volle bakken naar den

dorsch, waar al ’t marktgoed, buiten zonnebroei
opgestapeld stond. Op elkaar tegen stal áán, op groep
en voorgang, dromden de kisten met versche sla,
dopperszakken, aardbei-vrucht, frambozen, roode en
gouden bessen; één feest van kleur, saamgebroeid
met zweet, ùit zonnelaai naar koelenschouw en
dorsch gedragen.—Door den tuin klonk zangerig
gejoel en jeugd-jubel van kinderstemmen; meisjes die
meeplukten en meesjouwden. Dirk was van ’t
peenbossen naar de snijboonen gesjòkt, hurkte
tusschen d’enge wanden van hoog goud-groen, die
poortten als ’n hal van lommerlicht op ’t pad, waar de
zon goud schroot over uitgescherfd had, rijzen en
latten in gloei verglinsterend.—
—Aa’s wai dá’ weertje nou d’r moar houê, riep ouë
Gerrit in ’t voorbij gaan tegen Dirk.
—Nou op haide smoor je van de hitte en strak-en-an

bibber je van de kou.… hee.. Ouë!.. set rais ’n kerel an
de andaifie hee! Mot nou skoffele! Sel’k d’r sellefers
wel de bolletjes opknappè!
Gewroet van laat-zomersche drukte woelde rond in
Wiereland en Duinkijk. Het haventje, op marktdagen,
daverde en mokerde vol van woel en klank. In alle
hoeken schreeuwden en sjacherden de koopers weer
met duizenden kilo’s roode bessen, zwarte, gouden en
paarse; frambozen en aardbei, in zoetrookige geuren,
verwasemend door de groenten. De Haven lag
volgestort van nieuwen kleurbrand en vruchten.—De
groentekarren, [259]in d’r frisschen uitbouw van sla en
wortelen, bakken en manden, ratelden áán, hortten
weg, als steeg er weer razernij van mid-zomerschen
uitvoer en pluk. Vóórklank van boonentijd weerschalde
er, boonentijd die in den helleroes van kermis had
moeten vallen. Maar van alle kant werd er geraasd op
de Haven, dat ’t leelijke weer van half Juli den boel
had bedorven, dat ’t gek-laat zou worden, nou met de
boonepluk.
Wiereland koortste weer in fellen zomerbrand en

zonnelaai. Zeegasten stormden áán, iederen dag
meer, en ’n woelige kinderbende, meisjes, prachtig
bekleurd met roode en blanke japonnetjes, cier- en
stroo-hoeden stoeiden rond. Moedertjes jong, met
bloei-bloemige mousselientjes, teêre krepjes en
neteldoek-blank, in dartele cier, kuierden met parasols
statig tusschen de schooierige plukkertjes van
Wiereland; stedeke-kinders, die stil afgunstig ’t
vakantie-jolende stadsvolkje van rijkaards begluurde.
’n Por van moeders en broers in hun ribben en gauw
hurkten ze weer neer, de verbrande tronietjes naar de
heete aarde gebukt, plukkend van knie op knie, in
beestigen zwoeg, àl voort.—
Langs hun akkers strooide de tingelingende bellezang
van tramkoetsiers vroolijke jubel-klanken rond,
vergalmend over de zwoegkoppen, als een trillend
zomersch vreugdgeluid door de zonnige lucht en ’t
landgroen.—Rijtuigen stoften áán en wèg in
zandorkaan; fietsen snorden voorbij, in spakenfonkel.
En heel de brandende ploeterstreek drukte en raasde
van zomergenot, omtooverde met hittekleur en licht,
de gasten en ’t joelend vakantiebezoek. Dwars door
den zwoeg van ’t land joeg de zeetram de menschen
en kinders, met kleurig speelgoed, spaden en
emmertjes, scheepjes en harken. Wierelands
notabelen zwierden mee in zomerpronk; nuffige
dametjes met blank spel van felle kleuren òpzengende
parasols, kleur-zonnen in ’t helle groen, in den
zonneregen van licht en vlam.—Zomerkostuumpjes
lichtten en blankten tusschen de stille lommerlaantjes,
overal drentelden dametjes en heertjes, met
kraakschoen-gestap, rijkelui’s-lekker op de zand-
zachte paadjes.—Zoo, met den dag, [260]stroomden
meer gasten aan, door de groote beukenlaan, die als
’n wondre goud-groene poort lommerig den weg naar
zee opende. En langs heel den weg van Duin- naar
Zeekijk, gloeide en zand-koekte het heete gruis,
brandde en zengde ’t zomerleven, omschroeiend in
stuifselwolken boerenkarren, rijtuigen en trams, dat de
landwerkers, achter de hagen, vlak aan de straat,
onder zuilen van stofwarrel verstikten. Loom
passeerden de tuinders ’t zomergewoel. In hùn
ploeter, voelden ze ’t dwaas, ’n gang naar zee, voor
hùn zelf. De zee, waar ze vaagjes, in teisterenden
winterstorm en schal, alleen ’t gerucht van hoorden
aandruischen achter veréénzaamde duinen. Ze
verroerden geen stap voor ’t pronkende, schreeuwige
stadsvolkje, dat brutaal zich nestelde in hùn streek; de
verhuur-kamertjes van verdiengrage luitjes bejoelden,
de wegen bestoften in stikzand. Ze wisten van geen
zeelucht de zwoegers; van geen zilte zouten
ademhaal, geen frisschen stoei van strandstorm. En
Zondag’s, als ze vrij hadden, rookten ze liever hun
pijp, wandelden ze met de meiden naar den
Lemperweg, of bleven hokvast broeien binnen de
mikken, in zaligen luier.—Dàt veel liever, dan op stap,
op den gloeizandweg naar zee, ’n uur gaans. En de
ouderen, vol van zorg en moeheid en weekzwoeg,
hokten in hun naar lucht-snakkende, behorde duffe
kamertjes, slurpten d’r koffie, koffie en weer koffie,
smakten d’r pijp, d’r pruim; besabbelden d’r sigaar en
loerden rustigjes naar ’t gewas. En ’s avonds de zuip,
stillekens de warme kroeg in, met ’t Zondaggegons
van alderlei spreeksel nog in d’ooren. Door de week,
ging van zelf voort hun zwoeg en zonnebrand, hun
sjouw en pluk, dat ze ’t bloed onder de nagels vuurde.
Niet meer keken ze òp, naar ’t vakantiegewoel op de
paadjes, langs hun akkers, bang voor ’n minuut
verlies, vóórt tot laat-avond, naar havenkant. En daar
nog zweet-doordropen van ’t gloeiende land, met ’n
afzakkertje, zogen ze in, ’t heete vocht, als zalige
lafenis voor dichtgebrande van stof verstikte kelen.—
[261]
[Inhoud]
IV.
Twee weken vóór de kermis was de lucht weer

gedraaid. De roode kolen stonden verkwijnd, met rot-
doorvreten bladeren. Angstige drukte en onrust joeg
er onder de tuinders.
—Daa’s t’met ’t lekkerstje weertje da je hebbe kèn,

zeurde Klaas Koome, voor ’n akker van Ouë Gerrit;—
ik konstesteer van daa’tje nou t’minste loope ken, en
d’r nie je aige f’rsmelt.. enne de boonebeweging goan
tog s’n gangetje.. want moànd blaift moànd … op dá’
terrain merkeere de boontjes de paàs …
—Hoor hemmis, hoor hemmis! hoonde Dirk bij de

andijvie gehurkt,—skoenmoaker hou je bai je leest
hee? bi jài besuikerd?—
Ouë Gerrit bromde wat mee, gejaagd en kramperig als

ie zich voelde in ’t onweer-zwoelige grauwe weer. Die
dreigluchten maakten ’m soms stikken, of ’r wurgangst
op z’n strot drukte, in vaaglijk onbestemde benauwing
’t bloed ’m naar den kop jagend.—Angst die ’m aan ’t
fantazeeren bracht, doorhollend hallucineeren, in al
erger benauwing om dingen die gebeuren kònden.
Angst die ’m zelf folterde, z’n brein martelde, hèm
allerlei dingen liet zien, die nièt bestonden, z’n oogen
in donkeren floèrs legden, waarin lichtende
sterrendans vonkte. En dan maar brommen en klagen
luid, luid, om iets ’r tègen te doen.
—Nou, da sel d’r ’n mooie worde, mit de boone!.…

hoho! d’r is gain son.. wá’ sit dá’ ding! aa’s tie moàr nie
wegblaift hee? ’t is te dol.. en.. en.. tug.. vier en vaif en
nie g’nog!.. daa’s één raige al raige! enn hoho!.. ’s
aofus hep je dâ dolle onwair, sonder daa’t hiet waa’s
hee?
Koome lummelde nog wat voor de haag, lolde met

Dirk over de kermis, waar heel Wiereland al vol van
was; slenterde eindelijk verder.
Drukker werd er geschoffeld tusschen de selderie.

Kees plantte andijvie uit en zette op regels.—Laat-
gezaaide sla werd weer in bakken uitgedragen naar
de markt. Tot schemer doken en verbukten de kerels
en kinders op de duisterende akkers. Wisselend [262]in
gang, trokken de werkers drie maal òp naar de groote
stad. Het groote kargerucht, de hos van ’t landvolk,—
één in hun epischen samengroei van man-paard en
kar-en-koopwààr, verklonk als onweer al over de
bekeide straatjes. De Haven daverde van herrie en
hartstocht-koop der venters.
Op ’t land trapten de kinders, nu vaders en bazen naar

stad waren, de verdorde erwtenranken òp, de goud-
gele slepende haarbossen. In alle tuinderijen nu,
schemerden tusschen jong-groeiend boomgroen en
boerenkool, de goud-verrotte leeggeplukte
erwtenranken, soms èven zonnig overgloeid, als
brandende braam, vlam-roerloos. In enkele dagen
fladderden de bossen op de rijzenpunten, harige
kopgedrochten op pieken, hóóg tegen donkere lucht.
—Aan voet van rijzen, waar ’t stroo opgehokt stond,
bloeiden al weer late sperzie- en snijboonen.
Ouë Gerrit wou niet drogen op rijzen, in dat vuile weer;
smakte de ranken op hoopen bij modder-greppeltje
achter ’t erf, toch zuinig ze bewarend voor
koestrooisel. Kees was druk in de weer, rankte nieuwe
aardbeibedden in, en zuiverde ze van vuil.—Elk half
uurtje, tusschen marktgang, werd gewied. Heele
akkers met leege rijzen bleven nog naakt de lucht
inpieken, om dat er geen tijd was ze op hok te
smakken. Toch waren ze blij, dat de aardbeipluk
gedaan leek, al kopten ze nog wat mandjes. Van de
vroeg-soorten begonnen de blaadjes al rood te
gloeien, bloedrood en meloen-goudheet bezoomd,
sterfzang van ’t loof in den zonnezomer. Andere
bedden kwijnden met roest op ’t blad, door plotsen
guren omdraai van weer, wind en regen, in ’t hart van
groei en bloei geslagen.—
Ouë Gerrit gromde van ’s morgens tot ’s avonds.—
Het was geen làvende zomerregen meer, die als ’n

koele dronk neersuisde op ’t land, en tegen den
avond, over de akkers zangerige regenruisch verzong
door de donkere boomen en ’t loof, en dán zuchtte als
ademhaal van orgelregisters; dan droomerig tikkelde
en zacht knetterde heel fijn en weemoedig,—maar ’t
bleef ’n nattige wind-wilde regenzwalp, ’n modderig
plassende, dorrend-vernielende grauwe nattigheid.—
Ouë Gerrit vloekte, vloekte, onder ’t inranken van de
beplaste aardbeibedden. Wàt ie aanraakte
[263]klefferde, was bemodderd. Z’n klompen zogen in ’t
natte zand, kledderden en smakten zuigend onder z’n
hielen. Rechts en links de bedden, rankte ie tegelijk de
jonge stekjes. Wrevelig groef ie de plantjes in, keilde
ie verrotte voor zich uit. Toch was ie dolblij dat ie
dezen zomer niet alles op één worp had gegooid met
de aardbeien, zooals die stomme dokter Troost dat
wilde. En lol had ie ’r om, dat ie die beroerde grimmige
Ant had gebonjourd.
Voor Kees nou nog alleen wat bij de boonen, en dan

die ook òpgemarcheerd. Die paar mandjes aardbei en
bessen kon d’r Guurt zelf nog wel halen, die toch ook
’t land had an Ant. Gister had z’n meid nog veertig
mandjes geplukt.… Toch ’n rakker die Guurt. Als ie
maar wist wat of ze vóór had, met d’r vrijers..
En die Piet! hep d’r nog acht sint moakt! Waa’s d’r
puur ’n meroakel! hoho! aa’s die noar stad gong.…
waa’s ’t alletait ’n kwart meer aa’s Dirk, die krek vaif
sint hoalt!
Ouë Gerrit wist zich niet goed meer te roeren. Dirk gaf
’m eerst na den grootsten worstel, de ontvangen
guldens uit den zak. De Ouë kromp van angst, als ie
’m dronken van den marktdag zag den dorsch
inschommelen, angst dat ie den heelen boel zou
verzopen hebben, of verspeeld. En als ie dan maar ’n
kik gaf, blafte Dirk hem nijdig tegen z’n hielen, dat ie
schrok, en afgebluft loenschte. Piet gaf alles dadelijk,
al gapte ie ’r later weer van weg voor de zuip, maar
Dirk hield de duiten in z’n ijzeren knuisten heet
gevangen.—Dan eindelijk, moest ie na z’n verbluffing
opspelen, schreeuwen, stompen en beuken in
bloedspuw van nijd, en traag ging de klepzak dan
eindelijk open, klefferden de morsige dubbeltjes,
kwartjes en centen naar buiten, naar hèm toe, onder
één grom en snauw. Ging hij natellen dan vloekte Dirk.
„Tel aa’s je je koarsies uitbloast”, hoonde die, en
sarrend liet ie ’m zien de notities, wel wetend, dat ouë
Gerrit toch niet lezen kon, ’n letter zoo groot als ’n
paardekop niet.—
Smartelijker, gejaagder voelde ie z’n onmacht, ouë

Gerrit, omdat ie zelf niet meer de stad inventen kon.
Soms, als ie wat beet had weer, kon ’m de heele boel
niet meer schelen; zag ie heel klaar z’n ondergang in,
hij op ’n hokkie, de kerels op ’t [264]land als knechten.
Dan weer bedacht ie, dat zoo iets toch maar niet in
een ging, hij z’n meeste geld toch bij de fabrieken,
vast liet liggen, tot hij November zelf betalen moest.
Soms, drensde ’m door z’n kop dat Dirk vroeger veel
beter voor ’m geweest was, toegevender en niet zoo
snauwend, maar dan zag ie later Dirk weer goeiiger
tegenover hem.—Als de vent maar geen geld zag,
want dàn wier ie dol.—
Vandaag had ie nog ’n bak bessen geplukt, ’n

dubbeltje per mandje. En nog ’n prachtig dotje
frambozen! Dat klein goed gaf toch nog heel wat.…
Hoho!.… dá’ beskouwde ie nog wel ’n vaiftien pop
veur.… hai most d’r vast meer van tele, al há’ je d’r
tuinders die d’r niks mee van doen wille hewwe.. Da
klain goed.. want aldegoar benne se tug doodarreme
poerders. Van murrege, van vaif tot ses op ’t ploatsie,
had ie ’t nog uitrekend.… veur de feule framboosies
moakte ie nog twoalef sint ’t mandje.. hoho! wa’ skol
’t? Nou hoalde ie di joàr an sain vruchies.… frank … ’t
hooi uut! Ommendebai honderdvaiftien pop veur twai
koebeeste.…
Maar angstiger iederen avond, nà z’n stil gemijmer,
keek ie òp naar de lucht, angst-verwurgd voor onweer
en regen. Tegen iedereen klaagde ie.… ’t werd ’m te
benauwd.—
—De boone groeie d’r wel in ’t gewas hoho! moar de

frucht set nie! mi die raige! Wa binne dá’ nou weer
suinige weertjes.. in ’t hart van ’t somer, je sit d’r puur
te rille.… en soàfus omwair!
—Jaò buurman, f’rlaije jair satte wai op haide

hardstikke in ’t drukst van de boonetait hèe?
—Hoho.… vier- en vaif en nie g’nog.… suinige

weertjes …
En iederen dag, dat ’t guur-winderige weer aanhield

werd Ouë Gerrit banger en grimmiger. Er zat angst in
z’n keel. De zware onweerswolken voelde ie pletten
op z’n borst. Dan weer wreef ie zich aan z’n strot als
zat ’r ’n wurgklauw die telkens z’n luchtpijp zachtjes
toekneep, en hem nog maar uit ’n spleetje ademen
liet! Angst voor z’n boonen groeide. Nu en dan zag ie
z’n wijf verdwaald rondzoeken in de tuinderij. Hoe ze’r
heengestapt was wist ze zelf niet meer, en waar ze
terug moest nog minder. [265]Ze drentelde maar wat en
sufte. Plots ’n woesten snauw, greep ie ’r bij den arm,
bracht ’r in huis.—
—Jou stommeling, je loopt d’r t’met hardstikke in main

seldrie mi je klaufe.… hoho! jai geep! dwarrel! moak
jai d’r gain kapsies hee?—
Woest had ie ’r thuis op ’n stoel geduwd, waar ze
versuft neerblokte, en grommend sprong ouë Gerrit ’t
achterend uit.
—Dâ sal d’r ’n mooie sain.… Net had ie sain seldrielap

f’rkocht, veur vier sint ’t kilo! Waa’s d’r in sint meer
aa’s verlaije joar!.… Hoho!… sel je dá’ lamme dooie
waif d’r mi d’r blinde klaufe instappe … Wá’ gong die
seldrie nou hain?.. noa febriek?… had die dàor nie
meer moake kenne?.. of noar Amsterdam? da lamme
waif!.… Moar s’n spersie en snaiboone … da gong d’r
noar Noord-Skarrefou.. en Aiselmonde.. of ie ’t nie
wist! Da stomme waif.. sel d’r f’rduufeld soo p’rdoes op
sain duute trappe!.… Moar de boone … mostte ’t tug
dâ joar goed moake … most de loodpot vulle.. aers
waa’s die d’r gloeiend bai.… gaf de seldrie en vruchies
tùg nies.. nies.…
In regen en plassende nattigheid werd op de akkers

gewied, gekerfd met spa, geplukt in bakken. Seldrie
verwasemend door regengeur, stond gesneden en de
aardappels werden voor eigen maal wat gerooid hier
en daar.
Op de bollenakkers, wijd-om de tuinderijen en

gaarden gecirkeld, rookten blauwige wolkzwierselen.
In de greppels, volgeschoffeld met rot loof, hadden de
werkers ’n brandje gestoken, dat niet vlamde, maar
smeulde, en zwaar hei-brandig dampte over de
velden. Soms, als achter regengrauwe lucht en
wolkzilverend grijs, nattig en bleek, even de zon kwam
koekeloeren, met bewaterde gelige tronie, strooide ’t
licht wat nattig goud, schijnselig en blas, door de
blauw-dampende in rook stikkende akkers. De rooiers
dáár, in den ijl-blauwen smeulnevel, die glansde in
bleek zongoud, gebaarden in rokigen gloed, in mist-
blauw en zacht zonnevuur aangegloeid, stralend en
omsluierend tegelijk. Zoo, ’n uur lang, de bollenakkers
trilden in ’t waas-blauwe, zacht begloeide rooklicht, als
welfde zich een dampige [266]reuzengrot boven ’t land,
waar kleurige nevel doorheen woei, in stoei en spel,
van grotgeesten, in-en-uit. En rond ’t rookende loof
verschuifelden de glansen van dag-goud en
grasgroen, onder de werkende luchten, vol
regengrauw en paars-duister onweergedreig.
Na ’n uur dook zon weer wèg, vertraande z’n bleek-

gele waterige tronie achter droef-grauwe
wolkburchten, stortte regen weer neer bij hoozen. En
over de avond-akkers bleef ’t donker ruischen, soms
kletteren door bladloover, heel vèr en snaterend-
monotoon.
Ouë Gerrit beefde, snikte van angst als in wolkdonker,

’n vuurflits ’t fosforesceerende zwerk vlammig
doorzeisde, zònder dat donderslag nadreunde.—
’s Morgens, zóó uit angst-doorschokten korten slaap

wakker gejaagd, keek ie ’t eerst naar z’n boonen. Dit
jaar had ie moffenboonen bijgeplant, waarvan ie ook
nog heel wat mocht verwachten. Maar ook dàt gewas
stond hoe langer hoe slechter. Met angst in z’n oogen
keek ie schuw naar den bloesem van de hooge stok-
boonen, of ’r niet te véél verdorden en afvielen. De
paadjes dáár, schemerden wit van bloesem. En in z’n
angst zag ie ’t al erger sneeuwen, vol afgewaaide
dorrende bloesems. ’n Paar dagen had ie achtereen in
huis, wat bollen gesorteerd. Maar nou, met de rooi van
wat narcissen moest ie eruit, sorteeren op den
klefferigen modderig verzogen grond, omdat zulk
goedje altijd buiten liggen bleef. En de kerels, achter ’t
erf, en op de Beek, tusschen de aardappels en
koolen, stonden verzopen en verflodderd van regen
en nattigheid, te wroeten in de vunzige aarde. Soms
zóó doorzogen tot op ’t hemd, dat ze zich iederen
avond d’r regen-stinkende kleeren uit te wringen en te
verdrogen hadden boven vuur. En voort over de
zomerlanden joegen de grauwe wolkensteden, laag,
bang-dreigend, vol duister-paarse ontzetting.
Soms kon Ouë Gerrit de heele boel geen drommel

meer schelen, al bralde en rotsblokkig-roffelde en
stortte ’t onweer in, boven z’n kop, al flitste ’t vuur zig-
zag vizioen-snel door den hemel, al had ie z’n centen
voor pacht en hypotheek nog voor [267]’n kwart deel
niet bij elkaar, al rotten z’n boonenbloesems ’m zóó,
voor de oogen weg. Die uurtjes leefden er zalig voor
’m, als ie pas wat gegapt had, en met heerlijk-woest
voluptueus steelgenot, met nog jeuk-brandende
knuisten van grijp-verlangen, naar z’n kelderhoek
holde. Vloeken kòn ie, als ie daar niet dikwijls genoeg
vrij mocht afzakken. Guurt in haar dralende
onnoozelheid, had in den voorhoek allerlei rommel
neergesmakt; mandjes, roestpannen, zaklorren,
houtblokken, takkebossen, waar ze nou telkens
tusschen snuffelde. Snauwig keek ze ’m aan, als ie
trapgat afstrompelde. Dan bitste ze ’m nijdig toe wat ie
in den kelder van doen had. ’t Was verduiveld, of ze
voèlde dat ’t dan hevig heet in ’m liep; dat zorgen en
angst in z’n strot dichtschroefden, dat ie àfwilde van
z’n benauwing, hem z’n roeszaligheid van-bij-z’n-
spullen-zitten, dáár kon verzwijmelen en zich
verdooven. Gauw moest ie dan ’n uitpraatje klaar
hebben, en zoo liep ie wel uren rond te scharrelen in ’t
vervuilde kelderhok, allerhande pestige vervelende
dingetjes doend, die hij niet wòu doen, Guurt
vervloekend, dat zij, in d’r smerigheid en
verwaarloozing van huishoudingen, noù, nou hìj heet
liep, zich daar vastzoog tusschen de lorren,
rondsnuffelde met Job’s geduld, en hèm belette z’n
rommel te grijpen, te omtasten, met z’n brandende
begeer-oogen te omgretigen.—Als ze eindelijk
opstapte, holde ie naar z’n hok, in woesten grabbel
met angst-argwaan, heet-gejaagd loerend op ’t
keldertrapgat, in duizelende verrukking en hart-
mokering, dat ze’m toch nooit zouên snappen. Hoorde
ie gedruisch boven ’t luik, voetgeschuifel en kreukig
rokgeschuur, dan beefde ie, bééfde ie, bleef ie toch, in
koorts-spannende angst-verrukking oogen-gretigend
waanzinnen bij z’n spullen, wagend, alles wagend tot
de laatste gevaar-sekonde.—
Aan tafel ’s middags keek ie angstiger Guurt áán, of

ze wat zeggen zou, wat gemerkt had, maar er kwam
geen woord uit z’n meid, daarover.
—Ouë nog ’n spekkie? was ’t eenige wat ze zei, klonk

’m gemoedelijk, na z’n overspannen angst voor
gesnapt-zijn, fantazie-angst die ’m folterde en doorreet
van schok-gevoel, elk [268]oogenblik: noù-zal-je ’t
hewwe.—En vriendelijk-lekker antwoordde ie:
—Heul groag maid, heul groag!
Daarna zei ie in zich zelf, de vraag van Guurtje wel

tien maal over, dat ’t van binnen in ’m druischte en
klonk:.. Ouë nog ’n spekkie?.. Ouë nog ’n spekkie?..
Maar telkens veranderde ie toon-accent, zich zelf dan
afvragend of ze ’t wel zoo ècht gemoedelijk bedoeld
had, als hij ’t eerst meende.—Voor zijn wijf had ie
heelemaal geen angst meer. Ging ie ’s nachts soms
nog naar z’n kelderhok, voorzichtig in de paar uurtjes
duister maar, dan bleef ze’m soms aanstaren, keek hij
haar terug áán zonder dat ze ’n stom woord kon
uitbrengen. Meestal kon ’r spraak zich niet eens meer
op den naam van ’r man smakken. Dan voelde hij zich
overmoedig, demonisch-sarrend, lolde ie ’r even
zachtjes in de ooren.
—Gerrit goan d’r bai s’n bulle waif, sain bulle waif!
hoho!
—Bulle.. bulle? klankloos haperde en teemde ze

idioterig terug, zonder besef de woorden van ’r lippen
versullend. Dan grinnikte ie zoetjes-gesmoord, bang
voor de anderen die wèl beseften. Kwam ie terug uit
den kelder, dan lag ze weer te lip-puffen of staarde ze
wakker naar ’m òp, zonder begrip, met staar van ’n
stille idiote in d’r doffe oogen.
Maar nou, in die broei-grauwe luchten, met al dat

onweer, dat ’m deed stikken van benauwdheid was z’n
overmoed tegenover haar ook dikwijls wèggezakt.
Z’n boonen! z’n boonen! als die maar bleven!

Van de stamsperzies hadden de jongens al wat
gehaald. Kees was bedankt, mocht weer eens
aanslenteren in ’t drukst van den pluk. Ouë Gerrit
raasde, schold, giftiger onstuimiger op ’t weer. Hij
berukte z’n baard, z’n haren, zich-zelf omfolterend met
angstvragen, hoe dat afloopen moest. Nou had ie
gedacht er zoo onverschillig mogelijk onder te blijven.
De bloesem en afval sneeuwde áán met z’n angst
mee, en telkens keek ie bangelijker hoe de ranken
zich hielden.
—Hoho … vier-en-vaif en nie genog, kaik d’r rais

waa’n woar d’r lait! doar ken je ’n huurtje van
beskouwe.. snof’rjenne, [269]teemde ie naar Dirk die ’m
met ’n snauw afgromde, en zonder ommezien op z’n
uitgeplante andijvie aanstramde, kopgebukt en spier-
gespannen, als ’n paard dat vrachtkar aansjort in
eersten opzet.—
—Is da nie vast ’n skande, soo veul nat weer, in ’t

harretje van Augustus t’met. Z’n kinderkop wrangde
elk uur knorriger, en z’n bisschopsbaard trok ie met
woeste handvegen, heen en weer. Wat had ie d’r nou
an dat stelletje moffeboonen, en die dubbele
stamsperzies.… aldegoar grof goed.. aa’s de
stokboone nie gonge! kaik! nou had Piet d’r f’murge ’n
tàchtig boontjes fònde.. ’t Waa’s god-gekloagd!
Skande.. skande! En hep d’r Dirk nie veuls te loat
d’andaifie uitplant? en soo waid van malkoar.. Dá’ had
d’r end Juli op regels motte stoan. Nou most tie d’r
nog òpbinde.… aa’s ’t goed gong! Somers-andaifie
òpbinde! wie hep d’r ooit soo sout gaite? Die staifkop!
hoho! D’r had al ’n gaile krop insitte kenne.. aa’s tie se
op malkoar plant had.…
Morrend en vloekbrommend liep ie overal door den

tuin, loerender en banger, iederen dag. Ja, wel was ie
stom geweest om die spruitkool tusschen zijn boonen
te zetten.
—Sel d’r is ’n nat klompie gaife!
Langzaam zetten de boonen áán. ’t Weer bleef guur,

grauw-zilverig, al stroomde de regen niet meer. De
spruitkoolen, omzaaid van kleine bolletjes, dropen van
water, in glans-plassig nat. Gloei-droppels trilden op
de vette roode kolen, op de bieten, sla en ruche-fijne
gekartelde boerenkool. ’t Groen rondom blonk en glom
nattig onder ’t grijze luchtzware grauw. Onrustiger,
banger sjokkerde ouë Gerrit door z’n tuinen, dan op
de Beek, dan achter z’n huis, dan in ’t duin, wel
voelend met scheutjes blijdschap dat er wat hitte
aanbroeien ging onder ’t onweer-zwoele grauw.
De landwerkers zongen opgewondener onder hun

arbeid. Nog drie dagen en de kermis zou er zijn, de
groote uitbarstende pret voor hun zomerzwoeg, het
kleurigbonte wonder van tenten, kramen en spullen.—
En overal rondom, de kristallen fonkel van kronen en
de helle gloeilichtflakker van lampen, verduizelend
[270]voor hun begeer-oogen. Nou kwam de kermisgloei
die ze bekroop als ’n achtdaagsche koorts, ’n krisis
van hevig leven bracht, waarin ze uitbarsten en
verzwijmelen zouden, zich rollen, met hun zware
boerenpassie, in de modder van diergenot. Daarin
zouden ze zich wreken òp bijeengespaarde woede,
haat en wrok. Nou mochten ze vechten, mokeren,
zuipen, geilen.
En overal koortste ’t lied uit, zongen ze op de akkers,

in de straatjes, zalige onbestemde dwarrel van
ronkende geluiden; krijsch naar genotsroes die
opvuren kwam. Hun wreede kelen raasden, en
verschalden kermiszang van ’t vorige jaar. En
klankengalm bevend en rauw van hartstocht,
verschorde over ’t grauwend-zomersche land.
Ouë Gerrit vloekte tegen de kermis die z’n boel nog

meer ging verpesten; de kerels lambeuken zou van
vermoeiïng, slaperigheid en hangerigen kregel.—
Dàt ging nou opstormen, dwars door ’t zware

boonenwerk. Maar toch wilde ie smoren z’n razernij,
want hóórden ze’m grommen, dan zouden ze’m vast
heelemaal laten stikken met den grooten haal, in de
blakerende kermisjool.— [271]

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International Management Culture

Strategy and Behavior 9th Edition

International Management Culture Strategy and Behavior

International Management Culture Strategy and Behavior

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Organizational Behavior An Evidence Based Approach 12th

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Chapter 7: Cross-Cultural Communication and Negotiation

Learning Objectives and Chapter Summary

2. ANALYZE the common downward and upward communication flows used in

Communicating in the international business context involves both downward and

3. EXAMINE the language, perception, and culture of communication, and nonverbal

The international arena contains a number of communication barriers. Some of the

4. PRESENT the steps that can be taken to overcome international communication

A number of steps can be taken to improve communication effectiveness. Some of

5. DEVELOP approaches to international negotiations that respond to differences in

Negotiation is the process of bargaining with one or more parties to arrive at a

6. REVIEW different negotiating and bargaining behaviors that may improve

The World of International Management: Offshoring Culture and

2. Suggested Class Discussion:

1. Why is it so important for companies that choose to offshore certain activities to

3. Related Internet Sites:

• A.T. Kearney {http://www.atkearney.com}

Chapter Outline with Lecture Notes and Teaching Tips

The Overall Communication Process

1) Communication is the process of transferring meanings from sender to receiver. On the

Teaching Tip: A series of reports on business customs, etiquette, cross-cultural

Verbal Communication Styles

1) The effectiveness of communication in the international context often is determined by

1) Downward communication is the transmission of information from superior to

1) Upward communication is the transfer of information from subordinate to superior.

2) Cultural Barriers in Language: Cultural barriers have significant ramifications for

The Impact of Culture

Achieving Communication Effectiveness

1) Companies can improve the effectiveness of communication by improving feedback

Improve Feedback Systems

1) One of the most important ways of improving communication effectiveness in the

Provide Language Training

Provide Cultural Training

2) It is erroneous to generalize about an “international” culture, because the various nations

Increase Flexibility and Cooperation

1) Effective international communications require increased flexibility and cooperation by all

Managing Cross-Cultural Negotiations

The Negotiation Process

1) Several steps are used to manage the negotiation process.

Cultural Differences Affecting Negotiations

1) Effective negotiation requires a sound understanding of the other side's culture.

2) Some recommendations (see also Trompenaars and Hampden-Turner: Chapter 4):

1) Specific tactics are used in international negotiations.

Negotiating for Mutual Benefit

2) Use of Extreme Behaviors: Some negotiators begin by making extreme offers of

The World of International Management―Revisited

Questions & Suggested Answers

1. How is cultural communication in India similar to that of Europe and North

Answer: On the surface, communication in India is similar to that of Europe and

Chromatics―The use of color to communicate messages