Business and Culture - Arabic and Japanese - Research Paper Example

Businesses nowadays are interconnected with each other especially because of globalization (Moran, 2006, p. 20). Because of this, a diverse business culture and ethics is sought after in order to form harmonious relationships with other businesses. No business can stand alone. The survival of a business depends on its ability to integrate business acumen with societal and cultural ethics and combine them in every business process (Thomas, 2003, p.101). The role that every cultural norm and belief plays is crucial especially when seeking out a business relationship with another company from a cultural different than its own (Moran, 2006, p. 16 and Thomas, 2003, p.102). The purpose of this paper is to examine the Japanese business culture and ethics, and seek for avenues where amalgamation of such culture and ethics can prove to be mutually beneficial for a business venture of a Saudi local. Research is done on the available literature on how Japanese conduct their businesses, either locally or globally. Analysis of the available text shows that there are specific areas of Japanese business culture and ethics that are parallel to Arab business culture and ethics. This shows that there is a big possibility that, if done properly and with ample preparation, an international business venture with the Japanese can be harmonious. Business and Culture: Arabic and Japanese Introduction Gaining an understanding of cultural differences is crucial for companies involved in international business. Countries vary in several different aspects, and while it is true that there is no chance that every cultural difference can be bridged, in doing a business, it is important that at least, those aspects crucial for conducting good and proper business are given adequate consideration. When it comes to international business, or businesses that cross cultures, understanding differences fosters cultural sensitivity, and thus could earn the goodwill of the other party. This will also help ensure that effective communication is done in order to make every transaction and negotiation successful (Moran, 2006, p. 23 and Thomas, 2003, p.108). Differences in culture could mean differences in how each member of a specific culture think, act, and conduct daily activities. Such differences strongly influence communication. Any ill feeling towards how a certain person behaves can promote misinterpretation, and thus, misunderstanding (Thomas, 2003, p.101). Such is not good for business. A business should be founded on mutual respect and understanding, therefore, any possible hindrances should, if not eradicated, at least be lessened. Because of differences, there is always a chance that what is deemed effective and good business style for one person or culture can be deemed as ineffective and bad business practice for another (Moran, 2006, p. 20). This is what should be avoided, especially when one is just about to seek or start a business arrangement with another company or person. It is possible that there had been many promising business deals that did not push through due to the insistence of each party to be rigid about their own beliefs and norms, without considering that the other party may see this as confusing, or worse, bad (Thomas, 2003, p.19. Brief Backgrounder As a post graduate student interested in business, it has been a long-time plan to finish a master’s degree and go back to Saudi Arabia. Part of the plan is to start a car buying and selling business in KSA. The cars will be coming from Japan, because it is a well-known fact that people in KSA like Japanese cars due to their durability and ability to bear the tough weather conditions in the country. Because of that, it is obvious that the Japanese business culture and ethics should be understood in order to ensure a higher percentage of having successful negotiations and business agreements with the Japanese. For a person not having been to Japan or any country close to it, it could be difficult to suddenly just venture into businesses with them because there will definitely be several differences that are still unknown. To venture into unfamiliar territory will not be a wise move, and it could easily spell disaster for a supposedly promising business venture (Thomas, 2003, p.18-9). Another thing that will make this difficult is the language barrier. In many international businesses, communication between parties is easy due to a common international language --- English. However, in the case of Japanese, there is a possibility that verbal or even written communication will already be not that easy. Because of this, it is even more crucial to understand ho to go about in dealing with them without the risks of being misunderstood or misinterpreted. Literature Review Japanese and Foreigners According to the available literature, meetings are an important part of the Japanese business customs. The Japanese understand that there is a possibility that foreigners may have a hard time working, or dealing, with Japanese people. Because of this, they do not really expect their “guest” to be able to understand Nippon go, or be able to follow the Japanese business protocol to the letter. During meetings, especially the first few ones, mistakes will be disregarded so long as both parties show mutual and genuine respect at all times. There will be times when the Japanese would want to offer their help in terms of the business deals, but due to their limited English, they might be shy to do so (Demise, 2005, p. 213-5). Communication In terms of business communication, personal relationships are valued by the Japanese. They give priority to those who are recommended by friends, relatives, or old acquaintances. It is helpful to be introduced by someone who already has a record of a business transaction with them. Another way to build stronger relationships with the Japanese is by sending greeting cards especially during important occasions. Japanese give high regard to people who value constant and good correspondence (Lee, & Yoshihara, 1997, p.19). Etiquette during Business Meetings Because Japanese regard business meetings are crucial part of building business relationships, one has to know how the Japanese conducts such meetings. First, it is important for them to schedule the proposed meeting in advance --- several weeks in advance. Furthermore, they give priority to meetings proposed through calls rather than meeting invitations sent through letters or emails or fax. Japanese business people are also very punctual. Arriving on time is highly expected even from foreigners (Taka, & Dunfee, 1997, p.516-7). Japan has a collective culture. They prefer to work in groups. They also work better in groups. This is why in meetings, one has to expect not an individual, but a group of people involved in the business to show up for the meeting. Seating arrangements will also provide an “outsider” of the ranking of the people he is meeting with. Usually, the most senior Japanese official will be seated farthest from the door. They will be seated on a descending rank, and the most junior colleague will be seated nearest the door (Tsalikis, & Seaton, 2008, p.381). It may also take a couple of meetings before Japanese business people will feel comfortable enough with you to form an agreement. These first few meetings are crucial is setting a firm foundation for conducting a business with them. Furthermore, especially for big negotiations, the Japanese business people will usually reward the other party with a small sample or trial business, in order to gauge the person’s ability to meet the business agreements. Responding quickly and with high quality output will earn their trust and good will, and will probably mark the start of a strong business relationship with them. One should never decline or refuse any trial business agreement, even if it appears to be non-profitable or difficult, because this will make the party lose face and possibly lose any chances of pushing for more business transactions with them. One must remember that Japanese business people always look for long-term business relationships, so the benefits of the initial difficulties are worth it. One must also always carry with him materials that will show the Japanese about the company, including some testimonials from previous clients or customers. Furthermore, giving small token gifts should be considered, and should be presented to the most senior member of the Japanese group right after the meeting (Tsalikis, & Seaton, 2008, p.383-5). Negotiations Japanese people, no matter how senior they are in the company or business, are non-confrontational people. Furthermore, they do not say “no” right out. Thus, it is important for the other party to observe non-verbal cues, or be wise enough to form questions that will be answered with a yes. For example, one feels that the Japanese disagrees with the proposal, yet they do not say it. So instead of asking “Do you agree?,” one can ask “Do you disagree?” to better help them in expressing their dislike for the proposed agreement (Taka, & Dunfee, 1997, p.508). Also, they do not make individual decisions. Decisions will always go through group discussions and consensus. Written contracts are also highly important. However, they do not deem contracts as final. For the Japanese, contracts are still open for negotiations. One should also show patience when the Japanese especially when the Japanese stay silent for long periods. This is not considered rudeness. Also, a lot of Japanese people close their eyes when they listen seriously. This is also not considered rudeness. Furthermore, the Japanese prefer wide-scoped deals rather than strict, confined ones. This is because when a problem arises, their collective culture wants the problem to be handled as flexibly as possible --- involving groups who can help or are responsible for the issue. Using a Japanese lawyer is also considered a sign of goodwill, and this is highly favored. Raising one’s voice or losing temper, no matter how valid, is considered rude. Furthermore, the Japanese expect both parties to put their best offers to the table. Compromise, discounts, etc. are seldom allowed (Tsalikis, & Seaton, 2008, p.379-80). Proper Attire Japanese is generally a conservative culture. When it comes to attire, not only should the design and cut be conservative --- the color should be conservative as well. Dark-colored clothes are preferred especially for men. Women should never dress provocatively (Tsuchiya, 2011, p.387). Exchange of Business Cards Exchanging business cards is an important part of every business meeting for the Japanese. Exchange of such cards even comes with a detailed and great ceremony (Tsuchiya, 2011, p.384). The quality of cards is important, so is keeping them in excellent condition. For the Japanese, one should treat the business card with as much reverence as one would the person who owns the card. It is possible for a foreigner to receive a card that is in Japanese characters, and it is wise for a foreigner to have the card translated in Japanese on the other side. Business cards are exchanged with both hands and a slight bow. During meetings, business cards are placed on the table, face up. Japanese are also keen on keeping business cards in portfolios or card cases. One should never crumple a Japanese business card, for it is considered disrespect for the card owner (Tsuchiya, 2011, p.388-9 and (Taka, & Dunfee, 1997, p.511). Relevance of Findings for the Chosen Career The findings stated above are useful because they provide information on the several similarities and the striking differences between the Japanese and the Saudi business customs and ethics. For one, both cultures are conservative, and will probably conduct business meetings that are formal, or at least quiet (Whiteoak, Crawford, & Mapstone, 2006, p.79). Business transactions that involve sexual innuendos will most probably be not present, or looked down upon (Yasin, 1996, p.73). Giving token gifts are also customary in the Arabic culture, and can thus be easily applied in conducting business with the Japanese. It is also part of Saudi culture to adapt a humble and low-profile tone in business transactions, and this will go well with the non-confrontational attitude of the Japanese (Al-Wugayan, & Rao, 2004, p.31). Saudis usually formulate questions that avoid any form of discomfort to the other person to allow for “saving face” or graceful exits, and this is important especially because the Japanese cannot outwardly say “no.” All these go well with the Japanese business ethics (Whiteoak, Crawford, & Mapstone, 2006 and Yasin, 1996). Relevance of Findings form a Leadership Perspective On a personal viewpoint, leadership is not just about making people follow or obey. It is about making people believe and trust one’s ability to lead (Yasin, 1996, p.75). However, one cannot do that without understanding the inner workings of the other party. Knowing how the Japanese work externally and internally in terms of conducting business will allow one to apply proper behavior to gain the good will of these people. Trust is very much important for both cultures, and while Saudis do not go for boastful business presentations, they go for honest and amicable business deals (Yasin, 1996, p.77). Such attitude will highly likely gain the trust and respect of the Japanese business people. Being able to act in an acceptable manner shows the other party that the person respects their culture and norms. This fosters trust and better communication. Personal Reflection of What is Learned from the Findings It can therefore be learned that while cultures may be diverse, there is always an avenue for understanding. However, to get there, one has to have the interest to understand, the willingness to understand, and the dedication to learn how to understand. One does not necessarily have to accept and blindly obey or follow other norms or customs, but behaviors such as expected etiquette will do no one harm especially if they are observed. It is a wise business move to understand how the other party works in order to “speak their language.” It is also a wise business move to exert efforts to lessen the cultural divide between the two parties. Adapting to the norms and ethics does not really mean losing one’s own culture. If any, it actually is a mark of good business acumen because such gestures will reflect one’s sincere and serious interest to make the business meeting work. These findings are insightful information that can serve as guide or pattern in order to increase the chances of having successful business transactions with the Japanese. References Al-Wugayan, A., & Rao, C. P. (2004). An Empirical Investigation of Consumer Ethics in a Collectivist Arab Culture: Consumer-Retailer Relationship (CRR) Approach. Journal of International Consumer Marketing, 16, 3, 25-54. Demise, N. (2005). Business Ethics and Corporate Governance in Japan. Business & Society, 44, 2, 211-217. Lee, C.-Y., & Yoshihara, H. (1997). Business Ethics of Korean and Japanese Managers. Journal of Business Ethics, 16, 1, 7-21. Moran, R. T. (2006). International business case studies for the multicultural marketplace. Houston u.a: Gulf Publ. Company. Taka, I., & Dunfee, T. W. (1997). Japanese Moralogy as Business Ethics. Journal of Business Ethics, 16, 5, 507-519. Thomas, D. C. (2003). Readings and cases in international management: A cross-cultural perspective. Thousand Oaks, Calif: Sage Publications. Tsalikis, J., & Seaton, B. (2008). The International Business Ethics Index: Japan. Journal of Business Ethics, 80, 2, 379-385. Tsuchiya, S. (2011). In Search of Effective Methodology for Organizational Learning: A Japanese Experience. Simulation & Gaming, 42, 3, 384-396. Whiteoak, J. W., Crawford, N. G., & Mapstone, R. H. (2006). Impact of Gender and Generational Differences in Work Values and Attitudes in an Arab Culture. Thunderbird International Business Review, 48, 1, 77-92. Yasin, M. (1996). Entrepreneurial Effectiveness and Achievement in Arab Culture: New Evidence to Rekindle Interest in an Old Predictor. Journal of Business Research, 35, 1, 69-77. Read More