The Cultural Context in Business Communication.

THE CULTURAL CONTEXT IN BUSINESS COMMUNICATION; Title page; Copyright page; Table of Contents; Introduction; 1. The cultural context in international business communication; 2. Structure of the volume; I. Theoretical issues; II Interculturality; III. The cultural context; IV. Linguistic perspectives; V. Training; I. Theoretical Issues; Three domains of culture and the triune brain; 0. Introduction; 1. How the culture, the brain, and the self came together; 2. The triune brain according to Paul MacLean; 2.1. The reptilian brain; 2.2. The limbic system; 2.3. The neocortex; 2.4. The human brain.

3. The three modes of culture3.1. The transition from animals to humans; 3.2. Combining the systems; 3.3. Spinoffs; 3.4. Which brain am I talking to?; 3.5. Human nature; 3.6. Why we are different; 3.7. The formal, the informal, and the technical (hierarchical, intuitive, and intellectual); 3.8. The limbic system as the central system; 3.9. Learning and our three brains; 4. Conclusions; References; Rhetorical ethos A bridge between high-context and low-context cultures?; 0. Introduction; 1. Cultural influences on rhetorical patterns; 1.1. Definitions: rhetoric, culture.

1.2. Where culture and rhetoric meet: contrastive rhetoric1.3. A culture of individuals; 2. The business letter as arena of misunderstanding; 2.1. All very nice, but who are you?; 2.2. Can Chinese rhetoric survive translation?; 2.3. Aristotle's insight; 2.4. The Chinese scientist's letter and the artistic proofs; 2.5. The scientist's letter and the Chinese tradition in writing; 3. Good writing? For whom?; 3.1. An Eastern vote for a Western structure; 3.2. A not-unexpected agreement from Northern Europeans; 3.3. "Letter writing and text should be different than literature."

4. What can people from low-context cultures do?Notes; References; II. Interculturality; Negotiating with foreign business persons; Ten years after "Negotiating with foreign business persons": A 1995 preface; Defining the phenomenon; Variables for cross-cultural comparison; 1. Basic concept of the negotiation process; 2. Most significant type of issue; 3. Selection of negotiators; 4. Individuals' aspirations; 5. Decision-making in groups; 6. Orientation toward time; 7. Risk-taking propensity; 8. Bases of trust; 9. Concern with protocol; 10. Communication complexity; 11. Nature of persuasion.

12. Form of agreementSUMMARY OF TWELVE VARIABLES; Negotiating with the Chinese (PRC); Basic concept of the negotiation process; Most significant type of issue; Selection of negotiators; Individuals' aspirations; Decision-making in groups; Orientation toward time; Risk-taking propensity; Bases of trust; Concern with protocol; Communication complexity; Nature of persuasion; Form of agreement; Negotiating with the French; Basic concept of the negotiation process; Most significant type of issue; Selection of negotiators; Individuals' aspirations; Decision-making in groups; Orientation toward time.

Risk-taking propensity.

The Cultural Context in Business Communication focuses on differences and similarities in business negotiations and written communication in intercultural settings. To set the scene, Edward T. Hall looks back at "culture" as an evolutionary concept and Charles Campbell explains the value of classical rhetoric in contemporary cultures. Further contributions present case studies of cross-cultural encounters and discourse aspects in various settings. Steven Weiss explores the proper character of six cultures: Chinese, French, Japanese, Mexican, Nigerian, and Saudi. Other chapters contrast Engli.

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