Effective Multicultural Communication: Saudi Arabia, China, and Mexico

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Table of Contents

Introduction
Effective communication with participants
Effective communication among participants
Conclusion
References

Introduction

In a globalized world, business has become increasingly multicultural and involves communication with representatives of other nations. In light of this, it has become paramount to address or prevent possible issues that might hinder mutual understanding. Due to the influence of this matter on the effectiveness of business meetings, this paper will review some of the problems associated with various cultural dimensions, barriers, and biases.

Effective communication with participants

National Cultural Profiles

Saudi Arabia is a country whose business climate is highly culture-specific and contains dozens of nuances other participants must note. If analyzed through Hofstede’s 6-D model, this country has a substantial power distance. Inequality in wealth leaves an imprint on communication in business, as subordination is viewed as the key factor (Khakhar & Rammal, 2013). Saudi Arabia is also a collectivist nation because family and social group relationships are highly valued. Morality and a family-like responsibility paradigm in companies are also notable in face-to-face communication.

Saudi Arabia is a masculine country because career and success are the primary national motivators. Performance and competition are the key notions in the business sphere. Business communication in Saudi Arabia is concerned with uncertainty avoidance, as strict codes of behavior and belief are always operative (Khakhar & Rammal, 2013). The country’s culture is highly normative, and its people have high respect for traditions, which is also vital to bear in mind during personal communication. As per indulgence criterion, the country has no clear preference for controlling or following impulses, which leaves it highly situational (Khakhar & Rammal, 2013). In addition, Saudi Arabia is a high-context country, which is vital to consider in economic, political, and social fields independent of the communication sphere.

Similar to Saudi Arabia, China demonstrates high power distance and a masculine nature. The implications for communication here are therefore similar. One has to speak to higher leadership and build a dialogue around mutual benefit. The factors that might adversely impact negotiations are high levels of ambiguity and uncertainty. However, Chinese people are very pragmatic – a trait that is very similar to American culture (Tang, Gallagher, & Bie, 2015). China also possesses a high context culture, which to a certain extent impedes communication, requiring partners to have extensive background knowledge. The political system of China exercises protective policies and often requires foreigners to seek domestic partners in order to establish a large-scale business, which adds special value to the negotiation process.

In Mexico, the society is largely hierarchical and collectivist. For partners, this means equal communication can be achieved only through negotiations on the same executive level and a prolonged process of establishing trust. The masculine nature of business contributes to the domination of a performance-driven approach. Uncertainty avoidance contributes to finding common ground as in Mexico time is considered valuable, and people tend to be punctual and hardworking (Leach-López, 2013). Mexican culture is bound by tradition and norms, while less value is assigned to long-term goals. This implicates a high level of background knowledge in partners and possible time-consuming negotiations about the future. However, a positive attitude towards life in general may assist in achieving understanding in business communication. The high context Mexican culture also implies that having a large amount of cultural information is required. Inquiries and demonstrations of interest in Mexican culture will be highly appreciated.

Effective communication among participants

As evidenced by Saudi Arabia, China, and Mexico’s cultural profiles, there is a need for close consideration of their cultural traditions. This implies that the absence of knowledge about culturally-sensitive aspects may create barriers and produce biases among participants. One such bias is stereotyping. Treating partners from other countries as less culturally competent may result in offending them (Kaul, 2015). Additionally, indirect mistakes such as not inquiring about the relatives of one’s Arab partners may set the wrong tone and be considered impolite. The language itself can be a barrier as one of the partners may be not as well-versed in English. In addition, English may not be a good tool for translating cultural concepts (Editorial Board, 2016). The political implications of other countries’ regimes, such as respect for human rights, and the stance of other parties on that matter, can become a serious problem for building a business relationship if they are discussed.

Ethnocentrism may become another issue in business communication. For instance, in China, the government is highly protective of the domestic market and companies will be uncertain about the terms of a prospective American expansion, leading them to assess its benefits and possible power conflicts. According to Arquero, Fernández-Polvillo, Hassall, and Joyce (2017), anxiety may be the result of apprehension concerning communication and lead to both short-term and long-term problems. Fear of being misunderstood is typical in conversations with foreign partners, which requires prior training. Cultural shock may also be a significant barrier to adequate conversation in the business sphere. For instance, intolerance to certain Asian foods or cultural aspects of how they are eaten may result in anxiety.

In order to deal with all these barriers and biases, it is paramount to prepare beforehand. Inquiries are very important and usually do not lead to negative responses rather than establishing trust and mutual interest. Additionally, developing patience can be quite important in business communication as many of the cultures mentioned here have traditions of first building a long preliminary acquaintance.

Conclusion

All in all, culture is in itself a significant barrier to communication. Countries such as Saudi Arabia, China, and Mexico can be difficult partners for an American company. However, if the necessary degree of tolerance, politeness, and patience is maintained, then good-natured relationships are possible.

References

Arquero, J. L., Fernández-Polvillo, C., Hassall, T., & Joyce, J. (2017). Relationships between communication apprehension, ambiguity tolerance and learning styles in accounting students. Revista de Contabilidad, 20(1), 13-24.

Editorial Board. (2016). Communicating globally: A practical guide for international managers. Schaumburg, IL: Words of Wisdom.

Kaul, A. (2015). Effective business communication (2nd ed.). New York, NY: PHI Learning Pvt.

Khakhar, P., & Rammal, H. G. (2013). Culture and business networks: International business negotiations with Arab managers. International Business Review, 22(3), 578-590.

Leach-López, M. A. (2013). Moderating effect of Hofstede’s cultural values on the locus of control/job performance relationship of managers in USA, Mexico, South Korea and Hong Kong. Journal of Business Strategies, 30(1), 15-25.

Tang, L., Gallagher, C. C., & Bie, B. (2015). Corporate social responsibility communication through corporate websites: A comparison of leading corporations in the United States and China. International Journal of Business Communication, 52(2), 205-227.

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