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2018 | Buch

Introduction Kapitel lesen Erstes Kapitel lesen

Saving Face in Business

Managing Cross-Cultural Interactions

verfasst von: Dr. Rebecca S. Merkin

Verlag: Palgrave Macmillan US

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

This book explains the subtle maneuvers of what researchers call “facework” and demonstrates the vital role it plays in the success or failure of cross-cultural interactions. Building on Geert Hofstede’s seminal research on cultural dimensions, Merkin synthesizes more recent research in business, communication, cross-cultural psychology and sociology to offer a model for better understanding facework. Additionally, Merkin’s model shows how particular communication strategies can facilitate more successful cross-cultural interactions. The first book of its kind to focus on the practical aspects of employing face-saving, it is a needed text for academics, students, and business professionals negotiating with organizations from different cultures.

Inhaltsverzeichnis

Frontmatter
Chapter 1. Introduction
Abstract
This chapter introduces the book. It provides stories about face and its importance for well-known people. Culture and cultural dimensions are explained and Hofstede’s framework is mentioned and described as well as his theory about culture. Stories about failed international initiatives are mentioned including Bush and his failed business association with Japanese government officials when trying to improve terms of trade between the two countries. Other topics such as the consequences of losing face, the acceptance of cultural differences, as well as managing face-threatening situations are discussed. Finally, this chapter ends with an overview of the book’s chapters.
Rebecca S. Merkin
Chapter 2. Principles of Saving Face
Abstract
This chapter discusses the significance of face. Why face is important, how face is gained, what a line is, and how face is saved is explained in greater detail in this chapter. Facework processes and the concept of an interaction ritual as well as Goffman’s principles of face are also elucidated upon. Finally, this chapter clarifies how face is enacted on the individual level as opposed to the cultural level (which is explained later). Face enactment processes as well as what a face threat is and face threatening acts are the main content of this chapter.
Rebecca S. Merkin
Chapter 3. Culture and Face Enactment
Abstract
This chapter adds culture to the facework process. Concepts of national culture and cultural dimensions are laid out. The cultural dimensions power distance, uncertainty avoidance, individualism, collectivism, power distance, masculinity, femininity, long-term orientation and short-term orientation are explained. Furthermore, concepts relating to those dimensions such as exclusionism, in-groups, out-groups, universalism, indulgence, restraint, monumentalism, self-promotion, and flexumility are also described. Schwartz’ theory and the GLOBE’s theory are presented. Then, related theory such as low-context and high-context communication as well as how harmony and hierarchy relate to communication are explicated. The functional approach is explained as well.
Rebecca S. Merkin
Chapter 4. Individualism-Collectivism and Saving Face
Abstract
This chapter discusses the cultural dimensions individualism and collectivism. In particular, the idea of how collectivism is related to favoring in-groups over out-groups, and how this is played out in the workplace is explained. Collectivism’s focus on harmony and status differences is also presented. Individualistic consultations as well as their need to self-promote is explained. The difference between collectivistic high-context and individualistic low-context communication is developed. Other concepts relating to business such as leadership, in particular, with reference to the GLOBE research are presented. Workplace concepts such as work-life balance and the need for feedback are expounded upon as well
Rebecca S. Merkin
Chapter 5. Individualism-Collectivism Applied to Direct Versus Indirect Facework
Abstract
This chapter discusses how individualism is associated with direct communication while collectivism is associated with indirect communication. Examples are provided to explain how this primary point of conflict needs to be addressed. The idea that individualism is associated with a task orientation is also contrasted with how collectivistic cultural members are more relationship orientated. This fundamental difference is also presented together with examples such as the classic misunderstanding of signing a contract right away as opposed to vacationing first. Finally, the issue of how collectivistic millennials are somewhat different in their collectivistic outlook is also discussed.
Rebecca S. Merkin
Chapter 6. Masculinity-Femininity Applied to Cooperative and Competitive Facework
Abstract
This chapter discusses the cultural dimension of masculinity versus femininity. In particular, the association between masculinity and competitive facework and cultural femininity and cooperative facework and leveling facework is presented. Schwartz’ theory is explained and an explanation is provided for not using it over Hofstede’s theory. The issue of sexual harassment is discussed along with how it is more rampant in masculine cultures than feminine cultures. Issues of work-life balance are also described as related to masculinity in Chap. 6. Issues relating to saving face are interspersed throughout the chapter.
Rebecca S. Merkin
Chapter 7. Power Distance, Receiver Facework, Innovation, and Superior-Subordinate Relationships
Abstract
This chapter discusses the cultural dimension power distance and how it relates to business and face. Power distance is described as a receiver perceptions that is part of the cultural imprint that affects responses to others and is correlated with collectivism. The association between power distance and unjust world beliefs, power, hierarchy, maintaining the status quo, direct communication (those who are powerful), indirect communication, consultation expectations, harmony, cooperation, passivity, innovation, motivation, and paternalism is explained in this chapter. Other topics relating to business such as leadership, superior-subordinate relationships, teams, participation, and petty tyranny are deliberated on as well.
Rebecca S. Merkin
Chapter 8. Uncertainty Avoidance, Face-Saving, and Organizations
Abstract
Chapter 8 describes the cultural dimension uncertainty avoidance. The chapter begins with a representative example to explain how those with high uncertainty avoidance also feel more stress, try to maintain the status quo, prefer structure, formalization, rules, and rituals because they are predictable. Since those with high uncertainty avoidance have anxiety, they first have to reduce their uncertainty before dealing with new people and are known to express aggression when stressed out. The associations between uncertainty avoidance and tightness, looseness, trust, openness, corruption, sexual harassment, organizational teamwork, leadership, and organizational rituals are also discussed in this chapter.
Rebecca S. Merkin
Chapter 9. Long/Short-Term Orientation, Facework, and Organizational Relationships
Abstract
Chapter 9 discusses long-term orientation versus short-term orientation otherwise known as Confucian dynamism as well as the concepts of ying and yang, and Protestant work ethic. Associated cooperative, indirect, and harmonious facework are applied to the concept. Related values such as perseverance, stability, thrift, deferred gratification, humility, hierarchy, shame, face, and giving face are discussed. Long-term orientation’s relationship to uncertainty avoidance is pointed out as well as its association to guanxi relationships, collectivism, and power distance. The concept of coopetition is also discussed with regard to how ying and yang is carried out in competitions between rivals with long-term orientations.
Rebecca S. Merkin
Chapter 10. Overview and Facework Model Application for the Cross-Cultural Workplace
Abstract
Chapter 10 reviews the concepts set forth in the book and reviews the strategies set forth in the facework model presented earlier. Chapter 10 begins with the rationale for the book. Then a description of the facework process and how different cultures have mishaps due to cross-cultural misunderstandings based on different cultural values. After a summary is provided of the cultural dimensions and the findings presented, an extended example of the case of Russia is presented and an how to use the facework model is applied with this case as well to give the reader a more hands-on example of applying the model in real-world situations.
Rebecca S. Merkin
Backmatter
Metadaten
Titel
Saving Face in Business
verfasst von
Dr. Rebecca S. Merkin
Copyright-Jahr
2018
Electronic ISBN
978-1-137-59174-6
Print ISBN
978-1-137-59173-9
DOI
https://doi.org/10.1057/978-1-137-59174-6

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