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1、whatarethemostimportantculturedifferencesandelementsofinterculturalcoAsmingofthemindembersofonecategoryofpeoplefromanother.'(Hofstede,1991)Itisinevitablethattheculturaldifferencehasimpactonbusiness.Forexample,eeting,theericanEnglishthatmeanstoputsomething
2、ontheagenda.ButinBritishEnglishitmeanstoputsomethingofftheagenda.Thisexampleindicatedhoensionsthat,Masculinity,andrecentlyHofstedeaddonemore:long-term-short-termorientation.alaysia,Japan,China,India.Intheoriental,poilyculture'(Trompernaars,1993:139).Inthi
3、skindofcorporateculturethemanagerislikethe"caringfather".Thesubordinatesalthemanagers.Becauseofthemanagersageandexperience.Thatisusuallyhoployeesgettheirpromotion.Therearebothpositiveandnegativepartsinthefamilycultures.Ifeelitisaneasymanagingsystem.Butsom
4、etimeitishardtogetyoungcreativeemployeesenaars(1993:142)toldus"familycultureattheirleasteffectivedraintheenergiesandloyaltiesofsubordinatestobuoyuptheleader."Soinfamilyculture,thepoenon.Thereis'theEiffelTopernaars,1997:166)intheinternationalmanagement.Abo
5、uttheEiffeltopenaars(1993:148)toldus"Itshierarchyisverydifferentfromthatofthefamily.Eachhigherlevelhasaclearanddemonstrablefunctionofholdingtogetherthelevelbeneathit."German,AustrianhavethecharacteristicoftheEiffelToployeesholdmuchlessauthoritarianvaluest
6、hanlothesubordinatestothesuperiorsisnotasmuchastheorientalployeecanhavedifferentopinion.Thisisagoodthingusuallypanymayexploreallthepotentialsofitsemployees,becausesometimethesubordinatesmayhavethebetterideaofthebusiness.Ithinkbecauseofthedifferentrealizat
7、ionofpoisunderstandingmustbeemergedoreinterculturesmeetup.Underthissituation,theinternationalmanagersmustpayattentiontotheclashesandbeaorecooperativelyisimportanttoo.Andthenthereisalsoalargediscrepancyontheuncertaintyavoidance.(Hoecklin,1995:31)defined'Un
8、certaintyavoidanceisthelackoftoleranceforambiguityandtheneedforformalrules.'Thatmeanspeopletryingtosetuprulestofacetotheuncertainty.ThereishighuncertaintyavoidanceinmostorientalcountriessuchasJapan,China.Inthesecoun
