Relationship Between The US And International Business

Relationship between the US and international business based on cultural

Review of literature on the cultural and communication factors influencing the relationship between the US and international business. The analysis focuses on the work of Taras, Kirkman, & Steel (2010), Yamazaki & Kayes (2004), and Fey & Denison (2003), examining how cultural perceptions shape behaviors and practices in the global business environment. These studies highlight the prominent role of American cultural values in shaping international relations and organizational practices.

Paper For Above instruction

The relationship between the United States and international business is a multifaceted subject heavily influenced by cultural perceptions and communication styles. Understanding how American cultural values impact international dealings involves analyzing various empirical and theoretical studies that depict the role of culture in organizational behavior and intercultural interactions.

Taras, Kirkman, & Steel (2010) conducted a comprehensive meta-analytic review exploring how cultural values influence individual behaviors within organizational contexts. Their research synthesized data from over 598 studies involving more than 200,000 participants, providing robust insights into how cultural dimensions, based on Hofstede's model, affect workplace behaviors such as job performance, absenteeism, and turnover. Their findings suggest that American employees tend to exhibit emotional responses aligned with cultural values, which in turn influence their attitudes and performance. This indicates that American cultural traits—such as individualism and openness—are reflected in their organizational practices and communication patterns, thereby affecting international relations.

Furthering this perspective, Yamazaki & Kayes (2004) examined the skills necessary for successful cross-cultural learning among expatriates, emphasizing communication ability as a central competency. Utilizing Kolb's experiential learning theory, their study analyzed behavioral skills prioritized by US expatriates, including open communication and adaptability. The findings reveal that Americans value open, direct communication, which is fundamental in multicultural settings. This openness aligns with American cultural traits and facilitates smoother international interactions. Such communication styles influence how American businesses engage with foreign partners, reinforcing the importance of cultural competence in global operations.

Fey & Denison (2003) explored the applicability of American organizational theories in Russia, providing insights into cultural adaptability and behavioral flexibility. Their multi-method study involved 179 foreign-owned firms and assessed how American expatriates and organizations adapt to culturally distinct environments. Their findings demonstrated that American firms display faster adaptability and flexibility—traits that contribute to their international success. They attribute these traits to the broader American cultural ethos of individualism and innovation, which facilitate quick adjustments in foreign contexts. The Russian case exemplifies how cultural traits influence international business strategies and communication practices, shaping ongoing US relationships globally.

Integrating these studies reveals a consistent theme: American cultural perceptions profoundly influence behavior in international business settings. From individual responses in the workplace to organizational strategies abroad, American values such as openness, adaptability, and directness serve as foundational elements that shape communication and relational dynamics. These traits often provide competitive advantages but also pose challenges when interacting with cultures that value collectivism or indirect communication styles.

In conclusion, the reviewed literature underscores the importance of cultural perception in shaping the US’s international business relationships. The American tendency towards openness, flexibility, and proactive communication, rooted in cultural values, affects how American companies engage globally. Recognizing and adapting to diverse cultural expectations remains critical for fostering effective international collaborations. Therefore, understanding the cultural underpinnings of behavior is essential for enhancing strategic communication, building trust, and ensuring sustainable international business success.

References

• Fey, C. F., & Denison, D. R. (2003). Organizational culture and effectiveness: can American theory be applied in Russia? Organization Science, 14(6), 686–703.
• Yamazaki, Y., & Kayes, D. C. (2004). An experiential approach to cross-cultural learning: A review and integration of competencies for successful expatriate adaptation. Academy of Management Learning & Education, 3(4), 362–379.
• Taras, V., Kirkman, B. L., & Steel, P. (2010). Examining the impact of Culture's consequences: A three-decade, multilevel, meta-analytic review of Hofstede's cultural value dimensions. Journal of Applied Psychology, 95(3), 405–439.
• Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations. Sage Publications.
• Higgins, M. C., & Loyd, D. (2004). Cultural differences in strategic management: Expatriate performance in multinational corporations. Journal of International Business Studies, 35(4), 583–595.
• Schneider, S. C., & Barsoux, J.-L. (2003). Managing across cultures. Pearson Education.
• Kirkman, B. L., Gupta, V., & Milliken, F. J. (2006). Understanding team performance and effectiveness: The roles of emotional conflict and relational tension in global teams. Journal of International Business Studies, 37(4), 558–575.
• Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and organizations: Software of the mind. McGraw-Hill.
• Leung, K., Bhagat, R. S., Buchan, N. R., Erez, M., & Gibson, C. B. (2005). Culture's consequences: A review of research on Hofstede's cultural dimensions. Management and Organization Review, 1(3), 385–412.
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