'I

al euslness Environment ..
I
• • f
.
1oternatton • . . .
• unt• . where cost of labour. 1s low . 29
nes ·. f •. In several developing countri'es th. .. "
COf()(lucts is re s~ ct~ due to, 1ack .. . . . . ,.. . ·d. •d 1or
, O adequate, •rfrastruc~ral..fac_ilitie many
~egree of electnfi~tt0n ~d po w~ ,sup s, ;Fof CXaitip,e, "iimited
pJy -~~tric~ demand for e~ectrical llpp\iances. Th
d for. colour .telev~sio~ sets., e
dentan . . h' h. .1n l~dia beg.an onl y in the. early 1980s h ••
as started. Coi;npan•es in ig t~con,e coun~ . ,. . .. • t
o_1~r e ecast 1
w ete products and technologies.: .. , es yiew 1,o'Y i~come countries. ~-c
Obso1 ' . •. ,.,. : _.. ,.. . . • • .\ • • •• • a .market for their
.• l • , , , · ; •. •• •. • 1
_' • • 1 ,

Promotion s~ategies also nee~. to

( • • , •
'
• " : j, 1'
l' ,
• I • ·, • • • '
f
be· ~odified.. In :developing·.- c~u~tr
, .,I l.,J • .1.,. , fl

• consumers nee~_ to b~- e<l;uca~ed abo i~s, ,· ~ost of the

ut .many, pro~u,~ts. (e.g.,, jp~d; !Phol)e
ecessarYJo c(eat~ pnm~ry de~~n~. Q~ ,..: tablet, etc.). It is
\he other.~~~,_in d~yeloped.c~untries
~i ar with these pnxlucts. but m<;>~~ .con;umers are.
pf the dem~~d is ieplace~eiit d~ d.
adOpt th~ Strategy.of planned Qbsolescem ThCl'~fore firms·
;e ,tq mai1:1~in 4e!ll~nd..• , ,.' /: •r .,,· . •,
FinnS of develop_ing countri~s. inten~i ;,;_1. . : ••. '
ng t~ do ~usines~· in. the developed cou
. their products;pack~ging and pricin ntri.e_s modify •
g ~? ·succee~ in highly c~inpetitive ma
• •
rkets:• - - "' • . • • . "' • ' . . .. , ' ' I
"' • ...... i
•,, I ••~t :,••.,,).,,., ... ,~.,....• , • •. ., .., ,. \
~-, ,~.M ff,t..,,< / ·•
, ••

3•4 •.,•Social Environment.•· i... , .· _. 1

•• :

.. . .... l . . ;
,,, Social.· environment consists of,~
,#* ' I : , • " • .,
.. ! .. ' "" ; •: -

demographic :.facto~s, _. ca$t~:: system

·' ,.

nu•gration,ethnicaspects;etc.. , ! :• .. •;, .~ :;~ .. :.•1 ... ~;-• .- ....

•
1 family-. sy st~ ,

t.' Demographic Facto

' . . , •. lt-,·i • ...".-~--- , ..•. 1 . • ,. ,.
1 ••.. • •. • .
., 1 . 11 , 1 \ •. , , .. · I ~ .. t,,t •• .. l • t ,
rs: Management and _market ~t h inv
..... , ;,, •. ,
•

. •things dorie through workers and olve. people. Managers get

demand depends·on--peopl~.1The·nia
factors and their _impact on internation
.• • 1 • in·demographic·
al business::are given _below:, ·., • )
. {i) Size of P.opu~ation: The siz ,.,• ;r·. •. ,:. ;
e of populatioif is.\'·~. triaJtir 'dete~ina
China and India are huge markets for nt of demand.
this reason:: Developed countries .wi
• •' t •. • n:! :. . popµl~tio~
are a~o a~ cti ~~ m~k~ts. o.rei~ th large
• giying rise to severe competition. M~ f1o~s. µItQ ~arkets
r~¢ts._in 4evelopiµg_countries are exp
'l ·, • • .
'

., ~,,, ~'J ;: : du~ 1? incr~as~~

I • , - ,,,,

anding
.J, , • " • '

g pop~lation and a s!~-~~~i p~e ...1~.}' 11\~

•
J
•
-\
., # •• , I , • ·' ••• t # ',. •
t" J • •' •• (. ,

..., ! _,· increasing. $everal mu o,~e :.-~

•

ltinationals haye inv¢.~ted heavily_.in ';IP~ ~y of la~ our is also

. • like Iridia to take advantage "'developing countries
) f ..... \ I • r f I
( •

ofhug~_demand and low cost_labour.

, • ,' f • ' t } I • l }?
t
• ' ' 4 •

··"••·
• • • •

.. . (h) Age Structure: Birth rates

o
f • '1 _,,•:
• I• i ! ' { f 1f

are declining in both developed and dev

• _.,, • I ,ti I
I
f',;,.,. ,t ''\ >\t
\
1 I ••. \ • ' .... 0
. ,. •
• l ) , . ,t I
, 0 •

eloping countries..
' ., .. •"""
, .. ' •
' • ' . ' #

~i.l.:;~··:~; ...· Th.eref~r~, .t?e _~ar~e

,

t •• .. • . ,' k• l, .

! _for
ft'

~~b y_
f

pr~
... ,
1

becomes 1rtcreasingly precious d~c

t " ,

t~ 'i~#.~J,~i-~~!
\ , • " ..

... . . . ~e~ ~~-il~en the

and.a larger sh~~ ~f disposable_~r. 1ncome.1s
'on 1:umiher~ This is· happening fn··Chi
na~ 'Italy~1Gerrna~y 'arid ·eyeti ~n India. spent
• :.~ • _, r, :_. •

..• ~: ., ~._,, \ s couples with Young

'single ·or· no child have more tiine
~, ·: :·. i.~out. Therefore~ hotels, airline and iricoirie 'for travel. and .eating
s·and resfuurants··and amii's.em~nt par
The increasing proportion of the age ics are ~enef)ted.
d in total population is ~reating1new
opportunities for pharmaceutical fin business
ns, ·diagnosti~. ~~ntres and. s~ciality
. _. , •(~) Gender: With increasing·number hos pitals.•
"ofwomen in workforce;·demand for
•'" • : food; home appliances, beauty ready-to.eat
parlours', et~. is rising.·"!·.!' •. • ·_ • •
. • (iv) Occupation: Th
··<· f
t.
~ occupati~n~l 'and -~patial mobilitY
• • • •.

' : ' , •• for business. Labour ·pro ~f population has iniplic~tions

blems are reduced·with increase in mo
t
. t . _ -. (v) Education:
f
.. ...
bility of labour. • :
are
•

. ..
As literacy levels rising, demand ' • • • . •

~risuriicrs are becoming more quality conscio

l_ •
for life sty le pro duc ts
•
i~ increasu:ig. ·:
,,

us and expect value ~()~ their money.

't
(Pi) Othe~·Trends:. Marulge~Cni pro
b1Cffls inCrelise ~hell thC Workfo~C ,iS-:divc;:rse in
• terms of caste, -religion, language,
etc. Demand patterns become vaned •
differing marketing strategies when the and call for
populatio~ bas v~ ed tastes and pr ef~
ce s.
. .
 l
\

-
30 •
. .
•
. International B~si, I
t . s like the USA, the number of ntJg?a 1•
•· . : 2•. Migration and Ethnicity: In dev~l~ped coudn npeidly There is heavy concentrationIlla!
• . . - • • n has increase ra • . •• or •
. from Asia and oth~r. reg10 _s A So~thali is the city of Indians,. 0 etroi~ ts caUed the 1 I

• . s im- migrants in many areas m_DS •. . dJamilican and Silicon Valley 1s the hub fi i
Arab capital, Miami is becomi~g ~~•~tan ant and buying habits. Scar ~oebuck, Colga~ f
• hn. • p has its own wans · • ·
Asians. Each .et 1c grou . h e modified their marketing strategies to su·~.l
Palmolive and seve~l other comp~n1es av. ., . . . :- . •, , . ; . . . . , . n!
. the references of different ethnic grou~s ••, : • . _ :· . . • j
• • h n impact on 1nternat1onal business. Wo1n ..
ii S tem. The family system • as a . . . • . . ••l\,Q :
3. Fam Y ys. • .. : .1,, • E~rop·e and North Amenca. -But their role is:
la a dominant role in the iam1 J in
P Y. · . th : •
• •· d Asian
.
·countries.
.
With the
d 1· r· . .
ec ine o Joint fami"•.
I
1 1
insignificant mmost-of- e s ~1c . . • . . .. . •1
. • . d - bles arid other products and services 1s increasing.
system demand for-consumer ura .. _ . _. • -: . . •.
• • "l r• ,- •
1 1, • • ; ,- ' ; f,; I ', • ) , "r) J
I # •
If • 4 ,f •: t t f i',••; ._ \ # 1
·, J

~-~7r,-:-:- 7;70TJ~~~ ~~ .
·• # #

;_·_:_-~.,,~
•• ~-~-~--·~·7i.
3.~ Cultuf31 EiavirGllmerit . . . . . . ._ ·· I-
Cttl~-~~-th~ ~~;at~ of :~~~s.;b;,;;r~.- ;alue~,-habi~s ,ailitudes. that ·b~_d,~kr -~d
together as. a. social en~ty. I ..
.
• . . :
. .
•. ·- •According to Mitchell,· "culture·: is •a· set··of learned, core· values;_ beliefs,: standards,
.
•.
.
. -' '> •
.
knowledge, morals, iaws and _behaviours shared by individuals a~d ·societies th~t ~etennines; . .
how. an individual' acts,,feels and views one.self and_.other~,~~-- C.ultui:~..is-. both material and'-
.non-material:·Mateiral culture consists of. man-m:acie things .such: _as telephone, l television-I
automobile, etc. whereas non-material. culture· includes intangible .factors such.: as values) l_

beliefs, ideals, -~an~ge, ~owl~dge, et~.. _;,.- .,,·; :. , .:f,: i~. ,_>J-~ , .. :t·f:: _..•• ·~t :., "'· :; t 1 .; 1
•.

' -••. Some important traits or dimensions of culture are as follows: : . ., r, . •

•
1. •

• _- .; :-~·-. •Low~~~te~ a#~ ~gh~~ntex~ ~ultur~si1 l?w-~onte~t culture-is 6ne that emphas~:
I • • ... • ' II • • • .• •..

• r su~h tan~ble ~pee~ ~fa n~goti~~i~n ~r d.~~l as _f~cts: flguies ~and perfonnance.j
.. In sue~ cul~es, b1:1smess c~ be con~u~t~~ wi~po~t ~a~~-t?-face me~tings. On the oth~, •.
h~d, ~- a h!gh-co1:1text.cu~~e pe~~~~l. r~l~ttonsh1ps, respect,· religion and trust are1 •.
.gi~~n more ~po~nce _1n business dealings. : • •, •• •• . •·_•••' • .•
2
• Masc~e 3Dd ~e~inme C~ltuf~~: Ainili;chiine cultllr~ aPP~ciat~s aggreSSiveness
ass~~•veness ~htle Ill a feminine culture quality ofHfi. d. .
• portant tha.·nmatena
• . acqu· . . •A. . .•• , e an 1nter~personal relat1on
: . ·t· . . sbi'1'.
, f •

'·are more un
J • •

• • ·: r1
1 .,, •
from enumne• • cu1tures- • mor ts.t 101:1· ccordmg to Mitchell ,"Business peoP1,.:•
• are·•often
d •· . , · '. , -1
masculine cultures ~here ach · • • rese~e and ~~ss time-driven than those fro01 ·
~elationship,"2 . , .. • . . ~eyemen~s ~o~e imp_o~~t t~an. bui1d~ng a long-terd-
• 4 • • • l : ' i. • ,; • •• ' • •

... , J. Mo~ochronic and Polychronic ., ~. '. ·, •,"; ~•{ '· .• ~- •·: • . • . . _..Jj
•- • ~recious lUld tasks are done in order of'::e~ a ~ ?9chromc culture; time is cons1deltj
0

unpo~ce to time-and time is used to h. :?o~ty~ A polychronic culture gives le91

~tio~ ~e-~ore polychronic than d acl.1e~e .1verse_goals simultaneously. DevelopiDI:
. -.. 4 . • . . . . eye oped countries. .
. • • Universalism vs. Particularism· U d . • , .. I •, ,•, .i , , , •• \ • .

~- on• re1ationsh1ps
• • and there i·s- close • ndher un1versar . ism iocus is more • oti • the rules
. • • and trusts ~·e·mo . •a erence
reIation-sh1ps . than to bus1ness • • contracts On the conu-oan ....:.t"I.!
'", re important . • . ... . . . '
·• • peopl~ bec?me m~re known to e h th onnal rules under particularism. M
• · · ·• •· • • a~ -0 er, legal ·contra t • ·
1. Charles Mitchell Jn-D-ationalB. . • • - • •. ·. c ~re ~odified. .
2 . ' '"'"' us,ness c l • • - • .,, •
• • Charles Mttchell, op.cit, p.18...... · '.'. .,,· t~re, ~orl~ Press~ California, 20~0,' p.2_ • •
.
 l : ......
~,.,,.., -- n~I Business Environment 3j

r:~In~i'?d~alfsm vs. ~ommunit~ria.nis.m:_; In indi~i~ualism,. people ~onsider them as ,

u ;• ! ·: . • ind1v1duals whereas in commun1tanan1s~ ~hey consider themselves as part .of a group.
1
~::; •• , ,• : Business people from individualism should have patience and should aim at building
~-.
.,_,.
',, -~· lasting relationship
, ..
whit~ dealing with people from eommunitarianism. On the other , .

•• ._band, people from communita:rianism who deal with those f~om individualism should
• . ·;{ be prepared to make quick decisions t••.'. J .:-. .• . ·, : • ~- : • 1 1 •• : , , _ , •• , , . • d.

II .: .: • • r ; •• • " r • • •

;: .. , 6~ Neutral v~. Emo~~;'lal: _tn a neutr~! ~ultui-e ~motions are held in-check whiie emotions
• •

~:. are openly expressed 'in. an emotional- culture. People from emotion~l culture doing
'. 1 ' • I

·,-~·;,,():business 'j'~-~~utral c~I~r~_sho\i!~. p~t e~erythi~g "(ri writi~g. Thei should not.consider
•• ._.!:· ,r :, -' •lack 9f eiµoti~n as l~ck ~f interest. S1milarly, people from neu'tral' cultti~e·doi~g busine~s
1

in e~otional c'ulture s~ou,ld r_~sp'~n~ wa~ly to,th~ emotions ~f,th~ other party;'.,·~· - .
1

: , ~ ··.

• .... l l { . • • ,... • • .. " I I I

. ;,. -. ?:, ,~~- Diff~~~: -~ speci~c cultyre, P,~()ple_ ..oj,e~ e~!fovert~. !hey keep
wQrk-.l~f~ an~,p_nya~e J1f~ ~epar~ie._._9n_t4e_p~~e~ h~~d~.P~~p,~ i~_a <!i~~e cultur~,are
1
~i- _ :. :
1

.•• • indirect and intr~yert~4: They mi?C,.work-~ife_ anq p~vate lifei-Therefore, peop~e,_Jr~m
. L ..

_.· .~ • ., specific culture doing busin~s~ in diffuse culture_ should ~how patience and should
t:'! .t'-· • •
4
l )11~ ' ' i "· ,J.,,,' ... ,.;, t) ! ...... ( : • .
.' . respect the t1~le, age and·backgroun~ ofthe_pther person..OQ the-cont1;ary, people fr~m
• • .. t ,. "'t I .. , .. ,

. .. . , , : . " ., .. • • •• • .. ... r. ,
,. • ,. , . ...
, •• : • • , ·- • •• • ,, ·- , . •L , . • , , ~· . . ,. ,, J .' . ,,
' j·• ... • · a diffuse culture doing bu~~~ss in speci~c cultµr~s t ,·
sho~Id g~t ~.o the point, be .efficient
.4 _, ·:... - . ' • ' •• # '1 • 'I• •• ,. t -.. • -~· ....... _, : ; ; -, • • •

,·_;\ ;, ._ and should not _µse their titles or copnec~ic;>A~ ,ill: .~~stn~s_s..~ec;i~Y.:,n:·~ :: ·..i, :: . :.•·~ . •- . ;.·
- • 8. Achieveinent vs. Ascription: In achievement cultures; statils of aperson depends on
• :r: r~:- ::his performance-while in .ascription culturesiit dependsJ.on~who..or. what.a_person is.
• :~1i ••...:~ Therefore, people from achievement cultures doing.business in ascriptio~.c~ltur~s should

• - · ensure that the negc;>tiating tea~ is headed l,y a-senior ,aad fortl)al position ·holder .who
can impress the o~e~ party..TJiey. shoulq alsq -r:_esp~ft. th~ ,~taqi~ -~4 ,iIJflq~nc·e ofthe other
sid~: ~n ~e. contrary!~peopl~_ .~,?#P.~i?~ .:.~}1;~tur~~- P,?~.~. -~ achievement
• • ,·{ .• _cultures sho~l~ ~ake use pf
l1 I • . • •
,.F~~l~_dge.
r. . : : , • .
~~~!1nic~~~·t:~~.e~i~~
I l .. .) ' , I., .. r•.l. . J)
. • ~, l •
!o ~mi;,ress the
' , - } •' d J. l J
: • other party..
I

· •• · ·• · • •· · ·
L t -.• J • • •. • \ \ - •

. .
. . 'f:~ ·,..11:·ru.:,fiJ' ~:;~r.:••. r•.r:<..::J •
. . '
:i.
'
Thll$,
·' t'
it,, ·is•• es·sential,
. .
(hat ev~ry
• ,. 1 .,.,;
finµ .eng~ge~.jn.jnt~~a!i~R~l
•I l.i
:h.¥,.s~n~s~
-.} .. • J ,'•,.• l .... 1-:l!D.der~tands
,, , , ..
the - ,11 .• , ,>.; .. \ • .. , , J1,1 • .,,1 'Jt

' cultures of host ·countries. Cross-ciiiture literacy is essen~~a~.. f...,,Qn~ W~Y -~c;> mitig~_te the dangers .. , • i ' •1 J J • -...; , • ... , • .,_; l • ( t_ . ; .. , • i

of imensitivity to the host country's culture is to employ host c~untry n~~on~ls~ who can help
. . . .
mconducting business to suit the particular·culf1:Ire:·~·---.--~~~:~:~,!~ :·:~;~,;:-~::~.-:~-.,~:~;~- --~_:;-:··. ~--·-:-~~-
. ~·· ..
, • 1 t. > I J .. , •. \i • , .• , 0 '.• · · . J • . •..:. • . • } ,wf' l 11<,, \:

. •• F~ engaged in international business have to face different cultures. They must.~~P!

b~in~s strategies to µie ~~~ir,e_rn,«r~ts ~f !~ ~~fo}i ~ex, ~P_,,~~t~; ~<? ~~sence
·- f ~op_er ~derstanding of the. c~I~al. enyir~nm~~t,_ ti,~y_ .m.~y suff.'er. ~µ<?,c~.;
;:c1i suffer from a cultural lag may not r:eady to accq,t.new products.. f ij111$ Which ignore;:
CUstoms, traditions, tastes and preferences of their foreign markets suffer hea~ l!)sses, For .
e.xanii,ie, Proctor & Gamble, Hindustan., UI\ilever, .N~sile, •-~e_llog·s aQ.d.oth~ modified their •
to suit tastes and prefs:'ninces of Indian cons.umers. ~ccording, ~- J!_icks. •~eut_tural •
are th~ mo~t signific~t and troublesome ~~ables enco~~-by the multinational
hit-- !· .
~e f~ll~e of ~gers to co~prehen~ ~I~r· ~~e: ~tsp~~~~s· ~~·-led to most
~tiona} busmess bl d' . tt J ,. : ~, ,. • .i .. ,. I' i ' - l u,
I

ff 1., d , (, ••. L' L , ;c. • .. ,/_j

. un ers • • 't ; ,
. .
:
. . . .. ... ~-.. ----... _ . .. . __ _
i,

3
• • David Ricks, Bi~~ in 1~,nat,~;4 /~'us/n;~~l~~clU)~i~~ i999, p.//' : :,; :
-----7.l I

·, International Bu fl
~s
32.. . . . . .' •·. •
' _Religion: Multinationals _mUst be sensitive•to the rehg1ous b~hefs,. cus~oms, ritua~j
festivals of every country in which they operate. For ~xample, '? India Hindus re&ard
cow as sacred and there have been demonstrations against a foreign fa~t .food chain .
. . • . . • •
. beef products. Religi~n affects customs regarding mama~e, ?aming cere_mony . of theSell~ ch·1 '
~estivals, etc. These have ~mportant implications for finns selfing cl~thes, Jewellery, etc. ~
. Language: Another problem which global finns have to face is_ di~erenc~s in Ian
··For.example, the Arabic language is r~ad fron:i right to le1' wh~~eas ~indi, English., etc a ~
~m left to right. Bod}' 18nguage lias diffirent meai:i\ngs in ?ifferent cultures. A &Ym~
111
gesture may denote appreciation in one culture,b~t ~n a~?th~r ~ulture. For ins
a pat on the sho:uld~r ~epres~nts -~~co~ag~m~~t in'_s~veral_ c~~?tries is _offen~ive i_n.Thail~
Pepsi translated the hea~li~~ "Peps~- ~rii:i.gs you ~ack to hfe ~nt~ ~1-ne~e •. ~e transl~tion "as
interpreted as "Pepsi brings your ancestors back from the grave . •
• • Colours: ·The same ·colour ha~ different co~otati'ons'. in different culture_s. For.exarnp
white dress_ is the norm' at wedding 'ii:1 Christi'an countries while it ·is used at triouri11ngst .
in India.: Green is a: favourite cQlour in Muslim· countries but it is a sign ·of illness in Malaysia.
0

• .. ~~<iuetle:_ ~e. ~aY 'pe?ple ~~t. Otiie\ dif;~':s'. ~?~. i:ul~e. ~o cu1~e•.Eiµbracing
hugging ~d kissmg·1s colllll?-on ,in some cultures but 1s ~1ghly obJ~cttonable 1n ·~thers. S~
cultures disapprove ·shaking hands •with people of oppos.i~e ·sex:: In some cultures gifts
expected.while in others' these.are·considered bribes.or insults. Eating habits·, dressing styl
need priority-vary from one c1:1l~e t9 anoth~r._: .· . ·:. •. . .-.. . . . . •.. . , -9~ , : . -~-
Firms engaged in international _business must avoid _the Self Referenee Criterion (SRC) •
decision-making. It means an uncons_cious reference to one's own cultural traits while Dl: . •
decisions. Lee has suggested the following steps .to overcome the -~RC:4 : . -~ • .• • ·, ; . -
. . . ,.
• . ..•

• ·, (1) Define the problem or·goal in terms ofhome'country's cultural traits-' • • .

I
.
,, _, - • •~,, • • , ·, · •
' ••r • ,.,
' ••

• ·(ii)· Defme the problem or goal in terms ·of the host country's cultural traits. •.
•1 ,., f • •

' ' • ·: .... IJ • 1 • • I • • • • • .. • ,./ t '· : • 1 \ / I ) • J ' , •• • ,

(iii) Isolate the SRC influence in the problem ·and ·examine it' carefully ·to see how.
' . ,
complicates the problem. ·•.
. • • t • • l • : • • ' ... . ., •

•. (iv) •Rede~me the probl~m. without the SRC jnfluence· and ·develop_ the solution for .
. .• • foreign market situation:. ~--- · _ ..• ,1, :::: :,>'_' _.. ,· .:_.__ ,•···· ' I':·_;-• ••• .'
I •
• • , J

3.6 • Political Environment .

' .... :·-. . ,, ,,. •. ~. 1 . • . . -~ . . _. . , ·. "",,. ,· ,· ... _,.,
.; • •' ,, ,'. ! l -~. '!; ' ..' .•-6 •';I •.

. · ••.• :· _Politi~ environment ,e~ercis~s , e~~nn~~s· • influenc~ ,' on.·. intemati'onal : -busines~: =

··international business finn must be. aware of the· political environment of the horn~ coun
• . as well as_ tha~ of ~e host country. The main' components of the political environment ·are
• follows:-. . . . ·· ' - , • • . .· : . · , ..!, • ... • . · • 111
·°.J.. e 1
-! ' , . / ', '""--~: _ t
, ' .. • - • - ., ' : , •• ." 1 l (. , , ,- • : l t ; • ' 1 •

_. : 1•.• Political The type ofGove~ent in a coun~ is its political syst~~~ Democ
: • _ . and 1?~htarianism are ~o ideologically opposing political ,systems. _Democracy
. a political -system ~herem people elect their repres_eittatives to run the Govenun
' • : Global f ~ need be careful about two aspects of democratic countries. First, n
. democrac~es ~uffer_ from political instability due t~ internal rivalry, corruptio~ ~li
4. Jam~ ·A. Lee, "Cultural Analysis in Oyerseas •Operations," Harvard Busin~ss ·Review, iv-. ...., ....

Apnl 19~6, pp. 106-114. , . • • • . _ .

. .