Contents

• Cultural stereotype
• Types and justifications
• Rationale and conclusion
• List of references

Description

Increasing expansion and development in global economy and every country getting open to global development is building up base for many global challenges or tasks to take care of. Amongst various aspects one of the most critical is cross-boarder interactions or transactions and cross-cultural communications. A Chinese origin is staying in India for work purposes or an Indian staying at the UK for professional purposes or may be an American doing a transaction with a Japanese individual. Globalization and cross-boarder interactions clearly mean this. Today, physical boarders of nations are merely few hours’ flight to cover; political boarders are few billion dollar investments or transactions to do. Very few restrictions are there which cannot be overlapped or broken barring which cross-boarder wide transactions are affecting nations both at a macro as well as micro level. When we are doing such cross-boarder transactions the most important aspect that one must respect is the stereotype of the other culture, when we all do that international business communication becomes easy and remarkable to create history. In an international business transaction, two entities from very different cultures, ethics and moral values come close and interact almost on a regular interval. It is thus imperative to keep the respect factor in mind and help the other party feel comfortable and vice-versa. Each caste, culture and community would have their own stereotypes and international transactions ought to revolve around them. Cultural stereotypes are perceptions and pre-conceived ideas held about other cultures and people in international markets (Fiske, Kitayama, Markus & Nisbett, 1998) (Shore, 1996).
Today’s approach to globalization is that we have to know all around and not only about home. Organization who are multinational in nature and have global operations, consists of a lot of staff from various nations and their working culture, the organization vision and mission strategy have to adopt best of all cultures, to imbibe an ‘at home’ feeling for its people. LG propagates offsite trip for its employees, where-in local and Korean sales personnel working for LG gets an opportunity in knowing each other better than in office. Multinational FMCG companies organize dealership meet or sales force meets where in they get their multinational employees from across locations to meet in one roof. Therefore, interaction points are very high and highly formalized too (Markus, Mullally, & Kitayama, 1997).