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Managing Cross-Cultural Differences

In: Cross-Border Management

Author

Listed:
  • Rongxing Guo

    (Peking University)

Abstract

A senior fellow from the Brookings Institution, Washington, DC, told me of his unhappy experience in China when he served as a senior US government official during the Clinton Administration, He was engaged in a series of important negotiations with his Chinese partners in Beijing. On the way toward a meeting hall, he walked behind his secretary, and when he arrived at the meeting room, a security guard stopped him impolitely at the door, but gave a welcome to his secretary (a young lady). Indeed, this was a diplomatic fault from the Chinese side. However, that situation is somewhat understandable in China (at least to those people who adhere to tradition) since it was the security guard’s duty to prevent all irrelevant personnel from going through.

Suggested Citation

  • Rongxing Guo, 2015. "Managing Cross-Cultural Differences," Springer Books, in: Cross-Border Management, edition 127, chapter 18, pages 381-399, Springer.
    • Handle: RePEc:spr:sprchp:978-3-662-45156-4_18
    DOI: 10.1007/978-3-662-45156-4_18
    as

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