东西方跨文化商业交流的case study
美国布朗休闲鞋有限公司总裁，罗伯特布朗，计划通过打入国际市场来扩大公司规模。布朗先生打算和一家中国的制造厂商协商，并签署商业合同。很明显，考虑到两个不同的国家背景，合作面临着文化和交流问题。另外，本文有文献综述环节，来分析该案例中两种文化/沟通模式的问题：霍夫斯泰德的国家文化模型和爱德华霍尔的文化/沟通模型。同时，本文还提出了一定的解决建议，来保证有效的跨文化交流。
引言——Introduction
本报告的研究目标，是分析“东西方鞋业制造商协商”案例当中的文化和沟通问题。为了未来能够解决这两大问题，文章运用来两种理论模型来分析案例，以期提出恰当的解决方案。
问题识别——Identification of Problems/Issues
案例当中存在一系列跨文化，语言和非语言类的沟通问题。当两个或者更多来自不同文化背景的个体集合到一起，进行语言或非语言沟通的时候，就会出现跨文化交流的情况。
Robert Brown, the president team of Brown Casual Shoes, Inc. Company from the United States intends to expand the company's sales by venturing into international marketplace. Mr. Brown decides to negotiate with a Manufacturing Company of China so as to sign a business contract with the company. Various culture and communication problems are identified given that the two countries were different. Additionally, a literature review is included concerning the two culture/communication models that are used to analyse the case: Hofstede's model of national culture and Edward Hall's cultural/communication model. There is also a recommendation to on how the problems could be resolved to ensure that there is an effective intercultural communication.
引言——Introduction
The purpose of this report is to identify culture and communication problems in the 'East Meets West in Shoe Manufacturing Negotiations' case. Two culture/communication models are used to analyse the case so as to present appropriate recommendations that will assist in solving the communication and culture problems in future.
问题识别——Identification of Problems/Issues
There were a number of intercultural, verbal and non verbal communication problems. Intercultural communication takes place when two or more individuals from different cultural backgrounds assemble to exchange non-verbal and verbal symbols. Intercultural communication is generally contextual. There are various intercultural issues related to culture and communication: the meeting between Robert Brown's team of Brown Casual Shoes, Inc. Company from the United States and Mr. Li Kim Son of Chung Sun Manufacturing Company from China. The team from the United States desired to discuss about business while the Chinese team was more interested in relationships and more personal issues. This was a hindrance to communication between the two groups; this is because the conversations mainly focused on the Chinese culture and nation, the United States as well as other personal questions. The United States' team found it difficult to present their business proposal. On the second day of the meeting between Brown Casual Shoes, Inc. Company and Chung Sun Manufacturing Company, Mr. Brown managed to present his company's proposal. However, there were various communication problems: the Chinese team could not wait for him to finish with his presentation before asking questions.
Additionally, Mr. Brown did not understand the Chinese culture: he presents his first toast and he did not know who was supposed to leave first. Another intercultural issue arose when Mr. Brown realized that he dad to organise to another trip for him to close the business deal. They frequently asked questions and this made it difficult for Mr. Brown to finish his presentation. The interruptions by the Chinese made the time shorter that Mr. Brown had to organize for another business trip to sign a contract with Chung Sun Manufacturing Company. Given that two parties from different from different cultural backgrounds came together to exchange ideas by use of Mrs Wang Chu Jiang as their translator, the communication was intercultural.
Verbal intercultural communication
Verbal intercultural communication took place when the two teams from different cultures used words to communicate. The two teams were hindered by language barrier: the team from the United States was very uncomfortable during the meeting because they did not understand the Chinese language. On the other hand, only one member of the Chinese team cou
