CROSS-CULTURAL

BUSINESS EAST WEST

COMMUNICATION UNIVERSITY

Prepared by JANUARY
GROUP 01 2025
Cross-Culture Business Communications

Business Communication
BUS231
Section 5

Prepared for
Dewan Mehrab Ashrafi
Senior Lecturer,
Department of Business Administration,
East West University, Dhaka

Prepared by
Name ID Contribution
Subriyya Billah 2022-3-10-202 Appendix, Japan vs. USA,
Argentina vs. Turkey
Nusrat Al Afnan 2022-1-10-043 Conclusion
Fariha Bushra 2022-3-10-109 Introduction
MD.Shahriar Sumon 2022-2-10-262 Summary
Rodny Anthony Costa 2022-2-10-106 German vs. India

Bachelors of Business Administration,

East West University, Dhaka
02 January 2025

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Cross-Culture Business Communications

Letter of Transmittal

02 January 2025
Dewan Mehrab Ashrafi
Senior Lecturer,
Department of Business Administration
East West University
A/2 Jahurul Islam Ave, Dhaka 1212
Subject: Submission of term paper on “Cross-Culture Business Communication”

Dear Sir,
It is our pleasure to submit the term paper on “Cross-Culture Business Communication.” We
would like to thank you for giving us this opportunity to work on such an innovative & informative
topic.
It was a delightful experience for us to work on this report. We believe and hope that we will be
able to fulfill your expectations and do justice in capturing the true essence of your teaching in our
paper. We concentrated on the subject and attempted to synthesize and present the most
comprehensive information possible.
We have completed this task with the highest sincerity, and we hope that you will appreciate our
efforts.
Sincerely,
On behalf of the group
Subriyya Billah
2022-3-10-202

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Acknowledgment

We would like to express our sincere gratitude to our course instructor Dewan Mehrab Ashrafi
sir, who assigned us the term paper. Without his guidance, support, and encouragement, the term
paper would have been an incomplete one. We would also like to thank our parents and family
members for supporting us while we prepared this term paper.

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Cross-Culture Business Communications

Table of Contents

Information .......................................................................................................... 1
Introduction ............................................................................................................. 5
Summary ................................................................................................................. 6
Findings & Discussion............................................................................................. 6
Germany vs. India: Business Communication and Etiquette .............................. 6
Japan vs. USA: Business Communication and Etiquette .................................. 11
Argentina vs. Turkey: Business Communication and Etiquette ........................ 15
Conclusion ............................................................................................................ 18
References ............................................................................................................. 19
Appendix ............................................................................................................... 20

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Cross-Culture Business Communications

Introduction

Cross-cultural communication involves the interaction with people of another culture. This,
therefore, is the awareness of what to do or not to do, say or not to say, and even wear or not to
wear. It mainly arises because of differences. It is shaped by deeply rooted customs including
language, that is, verbal and non-verbal, religion, economic status, and gender roles. Cross-cultural
communication is the process involving the recognition of differences and similarities among
cultural groups. It is done in order to effectively engage within a given context. Cross-culture
further extends to body language and physical contact, as well as perceptions of personal space.
Body language, such as hand gestures, may be frowned upon or, worse yet, may have entirely
unintended meanings. In some cultures, casual touching is common. In others, it is viewed as rude
and disrespectful. People follow strict religious rules in some cultures. This can make it hard for
men and women to talk to each other, even at work. Cross culture in the business world refers to a
company's efforts to ensure that its employees interact effectively with professionals from other
backgrounds. It involves the recognition of national regional and ethnic differences in manners
and methods. It also expresses the wish to bridge them. Every culture shapes how its most minute
and important social, societal, and professional behaviors are interpreted. That inevitably carries
over into business. Some cultures view the association between a manager and a subordinate as a
symbiotic relationship. In others, the manager is expected to rule from a distance. In this globalized
world, cross-cultural communication is not a good thing to have but an absolute necessity for
businesspeople all over the world. The development of cross-cultural communication within an
organization will determine the sustainability and profitability of the business. It is, therefore,
imperative for an employee to develop the necessary skills to deal with people from other cultural
backgrounds. Lack of cross-cultural communication skills can lead to loss of reputation, profit,
and loss of good talent pools from a diversified workforce. The framework for developing cross-
cultural communication skills is based on the foundation of respect for differences in culture.
Disregarding differences can result in offensive behaviors. It does matter what is said and done to
acknowledge and embrace cultural differences to create good communication.

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Cross-Culture Business Communications

Summary

This paper represents deep research on the peculiarities of different business communication styles
in Japan, the United States, Germany, and India. It covers not only the aspects of verbal and non-
verbal communication but also meeting etiquette and negotiation strategies, showing how these
elements are influenced by different cultural backgrounds. The results bring to the surface some
important cultural subtleties: Japan and Germany attach a high premium to formality, precision,
and the establishment of good interpersonal relations; while the United States and India opt for a
more flexible approach aimed at efficiency. From a verbal communication point of view, Japan
and India adopt an indirect style, very often implicature and context are expected to provide the
meaning. While the United States and Germany are direct; they believe in being straightforward
and clear in their interactions. Non-verbal communication further exemplifies these cultural
differences. This is done in the way different cultures use gestures, eye contact, and greetings to
convey meaning. For instance, while in one culture eye contact can be a direct indicator of
confidence and seriousness. In another cuture, it may be viewed as disrespectful or even assaultive.
Similarly, both Argentina and Turkey focus business interactions on the relationships, yet their
approaches differ. Personal relationships are important in Argentina, where practitioners are
expected to spend time in friendly discussions, use courtesy words, and be flexible regarding plans.
In sharp contrast, Turkey is a country of respect for authority, a country where guests are
considered gods, and where negotiations should be thought over with due consideration. It is by
better understanding such subtle differences in communication styles that businesses can improve
their cross-cultural interactions, build mutual respect, and therefore have more successful
international collaborations.

Findings & Discussion

Germany vs. India: Business Communication and Etiquette

Verbal Communication:
 Germany:
Communication in Germany is very straightforward, accurate, and factual. Germany's citizens are
known to appreciate clarity, simplicity, and getting right to the point. There isn't much space for
interpretation, and during meetings or conversations, people usually expect others to follow the
agenda. People of German may avoid little conversations and prefer to focus on the task. In a
business context, when discussing a project or product, they would provide specific details about
deadlines, quality standards, and expected results. The exchange of information is typically very
structured, with little deviation from the agreed-upon topics.

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 India:
In India, conversational language is perceived as context dependent. More specifically, the
hierarchy or seniority of individuals within the cultural context may affect the religious
implications of their interactions. Although confrontation generally requires directness, there is an
Indian cultural tendency to keep options open in order not to offend. This means that words chosen
are often moderated so as not to show disrespect, especially to superiors. Indians would usually
want to develop a personal relationship based on trust first before discussing business matters.
Thus, discussions about children or the weather are common as an icebreaker. Should there be
confrontations, hierarchy is still followed, whether spoken respectfully or not. However, the tone
tends to be more informal, and what is not said may be a great deal more important than what is
said. History and social politeness may also form part of the conversation process.

Non-Verbal Communication:
 Germany:
Germans regard respect for distinct non-verbal communication and believe these are an extension
of the countrymen's direct verbal behavior. A firm but no bone-crushing handshake, making eye
contact, and proper body posture are all considered vital in communicating in the workplace.
Timeliness is another virtue in German culture. Any late arrival in any business meeting is viewed
as being regarded as disrespectful and lackadaisical. It means there should be eye contact,
reflecting confidence and genuineness. A respect for personal space, and conversations, as a rule,
are done where one focuses on clarity and professionalism. In contrast to the cultural attitudes of
other countries, Germans usually draw a line separating personal life from professional life.

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 India:
In India, there is quite a bit of handshaking in business, though the firmness may vary depending
on the nature of the relationship among individuals. The rule of thumb is that one is likely to have
lighter handshakes upon meeting superiors and firmer handshakes with one's peers. Eye contact is
imperative but can be less direct with someone senior. In fact, in some cases, it is even considered
disrespectful to hold eye contact with someone in authority for too long. Non-verbal
communication in India can sometimes be more subtle, with gestures and body language playing
the most important role. For example, slight nods (not necessarily in agreement) may indicate that
one is listening or acknowledging something. It is also about the use of silences, how a moment of
pause speaks much louder than words at times.

Meeting Etiquette:
 Germany:
German meetings are very structured and formal. The participants usually abide by an agenda
agreed upon in advance, and as for punctuality, there is absolutely no compromise. The meeting's
objective is to arrive at certain decisions, concretize the steps involved, and set responsibilities
regarding deliverables and timelines. Everything is precisely defined in the course of the meeting.
Decisions are usually taken at a high level of management. Once a decision is made, it is followed.
There is an expectation from the participants that each one will have facts and data to present to
substantiate their arguments. Meetings usually focus on problem-solving and planning rather than
building personal relationships.

 India:
Meetings in India are much less formal, as compared to the pre-set structure seen in Germany;
there is always some kind of social interaction before down-to-business talking starts. One may
notice that considerable parts of a meeting are devoted to informal small talk related to families,
local events, or just generally pleasant topics. Decision-making in India tends to be more
collective, with an emphasis on consultation and consensus-building. In family-owned businesses,
decisions may even take place behind closed doors or in informal settings, with input from various
stakeholders. The meeting itself might be viewed as more of a formality where everyone’s opinion
is heard before final decisions are made.

Negotiation Styles:
 Germany:
Negotiations with Germans are formalized and structured. The basis for discussions lies in clarity,
precision, and detailed agreements. In general, Germans approach negotiation as a logical process
through which clear-cut, mutually advantageous, binding outcome, often with legal-type
agreements specifying the terms of the exchange. Negotiations are hard business but are normally

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conducted with quiet efficiency and minimum emotional flair. The purpose is to settle matters and
move along expediently, with less give-and-take argumentation. The tendency is to avoid making
concessions too early in the process, as negotiations often progress step by step, with all terms and
conditions clearly outlined.

 India:
This will be even more time-consuming and, in total, the negotiation on issues like terms of
payment, delivery schedules, or pricing could witness more bargaining. The cultural aspects
related to respect for seniority and authority could also play their role in negotiations.
The negotiations in India are also far more flexible, with greater degrees of bargaining. Before
reaching an agreement, a great deal of personal building and trust, a sense of mutual understanding,
is stressed. Where the German side might want to rest on contracts and clear-cut agreements, the
Indian negotiating side may view negotiations as a continuing process and expect some fluidity in
the final terms. This will be even more time-consuming and, in total, the negotiation on issues like
terms of payment, delivery schedules, or pricing could witness more bargaining. The cultural
aspects related to respect for seniority and authority could also play their role in negotiations.

Real-World Example:
Joint Venture Between German and Indian Companies:
Suppose there was a joint venture between a German engineering company and an Indian
manufacturing company; the difference in approach would be marked. While the German side
would want a well-defined contract binding legally with clear technical specifications, timelines,
and deliverables-thanks to the principle of transparency and precision-the Indian party may first
focus on building personal relations through long meals or extended meetings. The business culture
of India can be accommodated by proposing flexibility in terms of payments: extended credit or
payments by installments. On the other hand, an Indian would also appreciate consensus decision-
making style, wherein all relevant stakeholders are taken into confidence in the decision-making
process rather than being top-down as practiced by German companies.

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Key Differences:
 Directness vs. Nuance:
Germany values directness, formality, and clear communication, where precision is paramount. In
contrast, India’s communication style is often indirect, more flexible, and nuanced, with a greater
emphasis on maintaining harmony and building trust through personal relationships.

 Structure vs. Flexibility:

Germans prioritize structure, planning, and punctuality in their meetings, while Indians might
approach business with more flexibility, valuing consensus and personal connections. The German
business model tends to be more rigid and outcome-focused, while India’s business approach is
more adaptable, with room for negotiation and relational engagement.
 Decision-Making:
Decisions in Germany are made by senior management, in a very formal, structured environment,
and based upon facts and data. In India, a collective approach precedes consultation and consensus-
building, especially in the case of family-owned businesses. That is, while Germany is all about
structure, precision, and formality, India gives more importance to relationships, flexibility, and
subtle communication in doing business. The understanding of the above cultural issues forms the
very foundation of any successful international partnership and collaboration that might exist
between both countries.

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Japan vs. USA: Business Communication and Etiquette

Effective business communication is vital for success in international markets. Japan and the USA
have very different cultures and ways of communicating in business. Knowing these differences
helps better interaction, build stronger relationships, and avoid misunderstandings when working
across cultures.

Verbal Communications:

 Japan:

Japanese verbal communication mainly depends on subtlety and respect. Hesitation while asking
something is a show of good upbringing and direct refusal or confrontation is always avoided.
Hierarchy and honorifics are always important, not maintaining them is considered vulgar.
Surnames are very important in Japanese culture as everyone is addressed with their surname in
professional settings to express familial collectivism. In a business setting, a person in the lower
hierarchy must always offer their business card first and bow. Both parties must carefully read
each other's business cards before tucking them inside pockets. Pauses in conversations are
essential to express carefulness and contemplation. People must never speak loudly in Japan.
Respect must be shown in appropriate levels otherwise it would be perceived as severe discourtesy.
Humor in professional settings is inappropriate.

 USA:

The Americans value clarity and assertiveness above all, therefore hesitation, unclear opinions,
and unclear rejection express a lack of confidence and trustworthiness. In most cases, people are
addressed by their first names even in professional settings to express individualism and
independence. As Americans prefer quick decision-making, straightforward communication is
expected. A sense of humor is usually seen as positive to building rapport but sarcasm is
unwelcome in workplaces.

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Non-verbal Communications:

 Japan:

Maintaining facial expression is part of the etiquette in Japan and emotional outbursts are seen as
an embarrassment. Intermittent eye contact or no eye contact is a norm to express respect and the
opposite is seen as seeking a confrontation. A bow is a customary greeting in Japanese culture and
the depth of the bow shows the level of respect. A large physical distance should be maintained
for respect and hygiene.

 USA:

In contrast to Japan, Americans are expected to use more gestures, body language, and expressions
to convey their messages which is considered as mannerless in Japan. Eye contact must be
maintained to express sincerity and confidence. A firm handshake with a smile shows assertiveness
along with friendliness. Less personal space is preferred by the Americans but the distance should
be proper and formal.

Meeting Etiquette:

 Japan:

In Japanese workplaces, detailed agendas are shared with everyone beforehand and the meetings
are usually conducted for a discussion rather than to make a decision. Arriving before time
expresses respect and social responsibility which is admired in the culture. The seating
arrangement reflects the internal hierarchy and the seniors sit the farthest from the exits. Decisions
are made in collective consensus, even though the Japanese usually never disagree with the seniors
or elders. This is called “Nemawashi.”

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 USA:

Americans begin meetings with unclear agendas but different decision-making is preferred to be
done before the meeting ends. The decision-making is usually centralized but it varies at present.
Although punctuality is valued, slight delays are a norm and it is not seen as irresponsible unlike
in Japan. The seating arrangement is informal and the early arrivals decide where to sit according
to their comfort.

Negotiation styles:

 Japan:

Building trust and being patient is expected while negotiating with the Japanese. Thorough
discussions and risk mitigations are the main factors for these to showcase carefulness and
thoughtfulness. Japanese avoid hard bargaining and aggressive tactics. They are more
compromise-oriented. Subtle cues and pauses are taken very seriously to understand intentions.

 USA:

Direct negotiation and competitive tactics are welcome in the USA to showcase talent. Gaining
the best possible outcome, achieving goals, and closing deals are more important than compromise,
in contrast to Japan. Clear contracts and written documents are done to finalize the negotiations.
The contracts are usually thoroughly checked by lawyers to find loopholes.

Written Communications:

 Japan:

Any type of written communication medium, online or offline, and paper or softcopy, is highly
formally written. It always begins with a formal greeting based on hierarchy and ends with a
heartfelt but professional gratitude message. The wording is usually ambiguous and subtle to avoid
refusal or conflict and the receiver must understand through the ambiguity. The correspondences
are usually very detailed for better understanding and clarity, which makes them lengthy. The
receivers are expected to read through carefully.

 USA:

Written communications, such as emails, memorandums, invitations, and reports, are usually short
and concise in the culture of the USA. The communication is straightforward and efficient with
high frankness. The tone of these is usually informal with openness and friendliness. The receivers
are supposed to reply exactly in that tone and the need for length is none.

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Conflict Resolution:

 Japan:

As they believe in collectivism, maintaining harmony is the most important for the Japanese.
Conflict resolution is done through intermediaries to avoid confrontation and compromise is
expected on both sides. An apology is essential to gain back the lost trust and comfort of the work
environment and it is prioritized.

 USA:

The conflicts are usually addressed directly through open discussions and debates in the USA. This
is done to seek quick resolutions. The Americans show confidence by confronting the issues head-
on and apologies are usually seen as accepting mistakes. Legal and contractual means to solve
conflicts are common in the USA.

In short, Japan values harmony, respect, and subtle communication. In contrast, America values
directness, individualism, and efficiency, placing a strong emphasis on clear and straightforward
conversation. Understanding these cultural differences can improve collaboration between the two
countries. This understanding can lead to more productive and respectful business relationships.

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Argentina vs. Turkey: Business Communication and Etiquette

Business cooperation in Argentina and Turkey has certain peculiarities peculiar to each of the
countries. Argentina is known for being friendly, and having highly communicative citizens who
supplement their speech with mimics and gestures. They build personal relationships first, where
relaxed meetings will be favored. They love passionate discussions to reach agreements. People in
Turkey are more formal and serious, even though they value relationship-building. However,
meetings in Turkey have a certain framework and follow a certain structure. Respect is of utmost
importance. The people are very attentive to body language where making eye contact is
concerned. These various forms of communication depict how Argentina and Turkey deal with
business in their respective ways.

Verbal Communication:

 Argentina:

In Argentina, people communicate professionally but with warmth. In the beginning, it is common
to use formal hierarchical titles and surnames. However, relationships often become more personal
after trust is built. Argentines usually prefer subtlety and diplomacy. They prefer not to reject
directly or confront someone. Instead, they would utter, "We'll see", or "It's possible", to denote
uncertainty. They also produce a melodic tone to emphasize.

Turkey:

Turks are very particular about respect and politeness. This trait is very evident whenever they
address elderly people or individuals of higher rank. Titles are often used with first names. Turks,
like Argentines, tend to communicate indirectly to show respect. Rather than rejecting something
upfront, they might use phrases like “It’s difficult” or “We’ll try.” Unlike Argentines, it is done to
show respect rather than friendliness.

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Non-verbal Communication:

 Argentina:

Argentines are expressive in their body language. Gestures, facial expressions, and physical
contact, such as handshakes, and pats on the back, are common to show engagement. Personal
space is less in Argentina than in many Western countries. Standing close during conversations is
a sign of friendliness. For the people of Argentina, maintaining eye contact indicates confidence
and interest. If it is done in an overly intense manner, it is seen as a challenge of power and
authority. In Argentina, a firm handshake with a warm smile is the norm.

 Turkey:

Non-verbal cues are culturally important. Subtle gestures are given high importance. For instance,
nodding upwards can mean negative and a slight downward nod means affirmative. While
handshakes are standard, touching the arm during conversations is common among close
colleagues or friends. It shows the sign of trustworthiness instead of friendliness like in Argentina.
Additionally, Turkish people prefer a handshake by placing a hand on the heart to show sincerity.
In Turkey, slouching or putting hands in their pockets in formal meetings is seen as disrespectful.

Meeting Etiquette:

 Argentina:

In Argentina, meetings often start late as they are polychronic people. Punctuality is not as rigidly
observed there as in other cultures. Building personal rapport before discussing business is
expected. Therefore, they usually exchange pleasantries before getting into the business. The
meetings tend to be informal. They prefer to focus on creating a comfortable environment for all
participants. Decisions are made by seniors in the hierarchy but junior members also participate in
discussions.

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 Turkey:

Delays are slightly tolerated in Turkey. However, arriving on time shows respect as they are
monochronic people. However, meetings may start late for prolonged or informal pleasantries. The
Turkish people love tea and coffee very much, so meetings usually start with polite exchanges and
tea or coffee, reflecting Turkish hospitality. Turkish businesses are more hierarchical. Deference
to seniority is essential during discussions to show proper negotiations.

Negotiation Styles:

 Argentina:

The Argentines prefer to negotiate with people they know and trust. So, bringing a known
intermediator is common in their culture. The negotiations are done by multiple rounds of
discussions. Patience and adaptability are vital for them. The negotiations are usually done in the
same day or two days. Argentines prefer mutually beneficial outcomes. However, they may use
persuasive and emotional tactics.

 Turkey:

For the Turks, Building personal rapport is important before negotiating. Turks like long-term
partnerships over quick deals. Therefore, they try to build relationships before negotiating. Turks
are known to be skilled negotiators. They use a mix of persistence, charm, and strategic techniques
to gain from the negotiation. The decisions usually need approval from seniors. This can extend
negotiation timelines. Negotiations there consist of many rounds of offers and counteroffers
accompanied by tea.

Business Card and Gifts:

 Argentina:
In Argentina, cards are exchanged at the beginning of meetings, generally without much rituals.
Gifts are not mandatory for the Argentines. But bringing wine or chocolates is meetings is seen as
a thoughtful gesture. These help build rapport.
 Turkey:
In contrast, Cards are exchanged formally in Turkey usually with both hands. Titles and
professional roles should be clearly stated in them. Small gifts, such as local sweets or artisanal
items, are appreciated and symbolize goodwill. However, overly expensive items might be seen as
inappropriate and a sign of bribery and mistrust.

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In short, Argentina and Turkey like to build relationships when doing business, but they do it in
different ways. In Argentina, it’s important to get to know people, use polite language, and be open
to changing plans. In Turkey, it’s good to respect leaders, be nice to guests, and think carefully
when making deals. By understanding these differences, people can work better together and build
trust.

Conclusion

The paper examines how business communication differs across Japan, the United States,
Germany, and India. It considers both verbal and non-verbal interactions, meeting etiquette, and
negotiating tactics. Communication in Japan is indirect-mostly from the context. People read
between the lines by observing the subtlety of actions. This may be hard to digest for people who
come from a culture such as the U.S., which values openness and clarity in its communication.
The Americans may, therefore, misinterpret this subtlety as insensitive. In the case of India, non-
linguistic communication such as body language is also significant. Indian businessmen know
about these unwritten signals, which remain confusing for Americans who may fail to comprehend
their meaning. This study also compares the cultural differences between Japan and the U.S. and
between Germany and India. It outlines the communication styles, workplace hierarchies, time
management attitudes, decision-making processes, and social etiquette. It also compares Argentina
and Turkey. Both countries value relationship-building in business, but they do it differently. The
Argentinians build personal relationships. They get to know people, use polished language, and
are flexible if plans change. The relationship in Turkey is based on respect for authority and warm
hospitality to guests. Negotiations are carried out with a lot of tact and consideration. Knowing the
various ways of communication and the values of other cultures can only foster better collaboration
and trust across borders. International business is not about trying to ignore cultural differences;
the key lies in knowing how to respect them. The more awareness there is, the smoother will be
the communication, and with that, relationships will work in this connected world.

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References

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organization and work attitudes in the United States and Japan. CUP Archive.
Khoo, H. H., & Tan, K. C. (2003). Managing for quality in the USA and Japan: differences
between the MBNQA, DP and JQA. The TQM Magazine, 15(1), 14-24.
Bartels, R. (1982). National Culture: Business Relations: United States and Japan Contrasted.
Management International Review, 4-12.
Arora, D. (2005). Foreign multinationals in India: Adapting to India’s work culture and
management practices. Internationale Geschäftstätigkeiten in Asien: München und Mering,
Rainer Hampp, Germany, 1-37.
Teklemariam, M. (2020). Cross-Cultural Management:: In case of Germans and Indians working
at BOSCH Ltd., Bangalore, India.

Belapatiño, V., Iparraguirre, M., Ileri, A., Llanes, M. C., Mert, S. D., & Posadas, C. (2019).
Employment vulnerability to the digital revolution: some stylized facts on Argentina, Colombia,
Mexico, Peru and Turkey. BBVA Research.

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Appendix

The paper thus presents a multilayered and reflective analysis of the styles of business
communication. It gives an insight into the ways cultural backgrounds affect the professional
practice of communication. It underlines that different cultures perceive the notion of interaction
differently; each of them has its customs, traditions, and modes of communication. However, it is
important to note that the current analysis does not embrace the entire scope. It is not trying to
cover every culture in the world. The world is a very diverse entity in terms of culture. Each culture
has its uniqueness. It is hard to elaborate on all the variations of the cultures that exist. It therefore
limits itself to some of the cultures. This makes the goal of highlighting some of the most critical
differences and similarities that shape business communications attainable. By exploring these
critical themes, the report contributes significantly to adding value to our knowledge in cross-
cultural communication. Cross-cultural communication studies are a vital ingredient in any
relationship-building process or expansion across borders. It is a sensitive topic of discussion that
allows us to understand how deeply cultural contexts shape not only the expression of messages
but also how individuals behave in professional milieus. This would, therefore, bring a deeper
understanding of the dynamics of communication in the perspective of a globally connected
business world.

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