Intercultural Management in Business

Case Study

A sizable U.S. computer software company hired Bob Mitchell, a retired military attach with extensive Middle Eastern experience, to represent it in some Persian Gulf nations. Having received an introduction from a mutual acquaintance, Bob arranged to meet with Mr. Saade, a wealthy Lebanese industrialist, to discuss the prospects of a joint venture between their companies. Having spent many years in the Middle East, Bob knew they would have to engage in considerable small talk before getting down to business. They talked about the weather, Bob's flight from New York, and their golf games. Then Saade inquired about the health of Bob's elderly father. Without missing a beat, Bob responded that his father was doing fine, but that the last time he saw his father at the nursing home several months ago he had lost a little weight. From then on, Saade's demeanour changed abruptly from warm and gracious to cool and aloof. Though the rest of the meeting was cordial enough, the meeting only lasted another two hours, and Bob was never invited back for further discussions on the joint venture.

1) Where did Bob go wrong?

2) How could you help Bob better understand this cross-cultural problem?

3) Use intercultural theories to explain and support your discussion.

4) What would be your advice to Bob?

This case study is based on intercultural frameworks relevant to the international business environment.Mainly, it involves frameworks related to communication, homogeneity versus diversity, tradition and change, dimensions of culture, and so on.

Expectations

You will need to:

Examine the problems found in the cross-cultural management of joint ventures and mergers.

Compare and contrast the distinctive features of different management behaviour across two different cultures and draw on cultural frameworks in your analysis.