TERM PAPER

ON
SUB: GLOBAL HUMAN RESOURCE MANAGEMENT

TOPIC: CROSS CULTURE NEGOTITAION

SUBMITTED TO: SUBMITTEB BY:

Ms.NIDHI NEGI RAJVINDER DEOL
LECTURER IN LPU REG NO: 10811496
DEPART. OF MGT M.B.A. 3rd .SEM
SERIAL NO: A38 (BG2)

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Contents
Page No

INTRODUCTION 3-5

OBJECTIVES 6

DIMENSIONS OF CULTURE 7-11

LITERATURE REVIEW 12-13

FACTORS INFLUENCING CROSS CULTURE NEGOTIATIONS 14-15

COPING WITH CULTURE 16-18

IMPACT OF CULUTE ON NEGOTIATION 19-20

CASE STUDY 21-22

CONCLUSION 23

BIBLIOGRAPHY 24

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INTRODUCTION
Cross cultural negotiation: It is one of many specialized areas within the wider field of
cross cultural communications. By taking cross cultural negotiation training, negotiators and
sales personnel give themselves an advantage over competitors. It is about more than just how
foreigners close deals. It involves looking at all factors that can influence the proceedings. Cross
cultural negotiation training builds its foundations upon understanding etiquettes and approaches
to business abroad before focusing on cross cultural differences in negotiation styles and
techniques.

Culture: It is a product that reveals itself in social behaviors like beliefs, ideas, language,
customs and rules. Culture by defining it as “a set of shared and enduring meanings, values, and
beliefs that characterize national, ethnic, or other groups and orient their behavior”

Cohen further expands: on the understanding of culture by addressing three key aspects:

• it is a societal and not an individualistic quality;

• it is acquired not genetic,
• that its attributes cover the entire array of social life

Culture is not just about the artifacts that members surround themselves with, but that there are
intellectual and organizational dimensions as well. The artifacts are the most visible aspects of a
group’s culture. But a culture’s identity is also rooted in “intangibles” that include etiquette
conventions, the manner in which interpersonal relationships are conducted, and how a member’s life
and actions should be conducted.

Negotiations: It is a processes of interaction between disputing parties whereby, without

compulsion by a third party adjudicator, they endeavor to come to an interdependent, joint decision
concerning the terms of agreement on the issues between them. This joint decision is one that, in the
end, is agreeable to and accepted by both parties after each has brought influence and persuasion to
bear on the other and, most probably, after both have experienced influence from other sources.

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When two or more parties (individuals, clubs, nations, etc) reach a position where their interests or
values come in conflict with one another, there are several ways in which to resolve the conflict. If
one party is significantly more dominant (powerful) than another, they could attempt to simply
enforce their will on the other. Other times, both parties may choose to enlist the aid of an outside
neutral party to “mediate” the issue.

Mental Programs

Every person carries within himself or herself patterns of thinking, feeling and potential acting which
were learned throughout their lifetime. Much of it has been acquired in early childhood, because at
that time a person is most susceptible to learning and assimilating. As soon as certain patterns of
thinking, feeling and acting have established themselves within a person’s mind, (s) he must unlearn
these before being able to learn something different, and unlearning is more difficult than learning
for the first time

For example, human nature contains those universally shared traits of fear, anger, the need to interact
with others…the “basic psychological functions. The crossover into culture is related to what an
individual does with these feelings.

Hofstede describes values as those “broad tendencies to prefer certain states of affairs over others”).
Shalom Schwartz’s research in this area helps to frame the concept of cultural values. The Schwartz
Value Inventory (SVI) is the result of his research survey of over 60,000 people worldwide and
resulted in ten value types.

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 Table 1. Schwartz Value Inventory

Value Type Description (Value association)

Power Social status and prestige. The ability to control others is important and power will
be actively sought through dominance and control.
Achievement Setting and achieving goals. When others have reached the same level of
achievement, status is reduced thus greater goals are sought.
Hedonism Seek pleasure above all things.
Stimulation Closely related to hedonism but pleasure is derived from excitement and thrills.
Self-direction Independent and outside the control of others. Prefer freedom.
Universalism Social justice and tolerance for all. Promote peace and tolerance for all.
Benevolence Very giving; seeks to help others and provide general welfare.
Tradition Respect for things that have gone before. Customary; change is uncomfortable.
Conformity Seeks obedience to clear rules and structures
Security Seeks health and safety to a greater degree than others

Although discussions of values tend to gravitate toward the individual, value domains can also

be construed from a collectivist or a combination individual/collectivist as well. Hedonism,

power, achievement and self-direction clearly serve individual interest; tradition, conformity and

benevolence serve collective interests; security, universalism, and spirituality serve individual

and collective interests .From the discussion thus far culture orients behavior; is a singularly

learned trait and thus differs from, but is influenced by, personality and human behavior; its

attributes cover the entire array of social life; it dictates how interpersonal relationships are

conducted and at its core are the values the culture, and by extension its individual members,

internalize. This understanding of culture is central to the following discussion on the dimensions

of culture.

OBJECTIVES
• Discuss the effects of culture on negotiations,
• Introducing the aspect of values and outlining the dimensions of culture.
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 • The interaction of culture and other proximal situational conditions on negotiation
outcomes.

METHODOLOGY: methodology is the way of preparing the term paper, and

presenting the term paper, the work should be systematic and done in proper order as
good work gives good results.

Data collected
SECONDAY: Secondary data is very important data which is
available with us like.
• Internet,
• Research papers,
• Magazines,
• Newspapers etc..

Dimensions of Culture
As a result of extensive research and study, Hofstede identifies four dimensions to classify the way
people in different countries interpret their cultural environment. The four dimensions are: power
distance, individualism and collectivism, masculinity, and uncertainty avoidance For comparison,
each country or region (50 countries and 3 regions) was given an index score and then rank ordered

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based on their score. The following discussions of the four dimensions and their associated tables are
a summarization of Hofstede’s work.

Power Distance Index (PDI). Power distance is “the extent to which the less powerful
members of institutions and organizations within a country expect and accept (emphasis added) that
power is distributed unequally” The power distance dimension is a measure of the relationships
between individuals of different status within a culture. Table 2 illustrates the salient characteristics
of the PDI.

Table 2. Low and High Power Distance

Cultures Low PDI High PDI

General Norms (Values)
Inequalities among people should be minimized Inequalities among people are both expected and
desired
Interdependence between less and more powerful Less powerful people should be dependant on the
people more powerful
Hierarchy means an inequality of roles Hierarchy reflects existential inequality
Decentralization preferred Centralization preferred
Students treat teachers as equals Students treat teachers with respect
Children treat parents as equals Children treat parents with respect
Implications
Subordinates expect to be consulted Subordinates expect to be told
Bosses expect feedback Bosses expect obedience
Privileges/status symbols frowned upon Perks/privileges are natural
Individual initiative encouraged Subordinates always seek permission
Example Cultures
Australia Malaysia
Israel Panama
Denmark Philippines
New Zealand Mexico
Great Britain Arab Countries

Individualism Index (IDV). Individualism, as used in this index, is the degree to which
people in a country or region learn to interact with each other. The majority of the people of the
world live in societies where they are taught from birth that the interest of the group, starting
with the extended family, is paramount to the interest of the individual. These are described as

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collectivist societies. The reverse is the case for the individualist societies. Hofstede defines this
dimension as such:

“Individualism pertains to societies in which ties between individuals are loose: everyone is
expected to look after himself…and his or her immediate family. Collectivism as it’s opposite
pertains to societies in which people from birth onwards are integrated into strong, cohesive in-
groups, which throughout people’s lifetime continue to protect them in exchange for
unquestioned loyalty

Table 3. Low and High Individualism

Cultures Low IDV (Collectivist) High IDV (Individualist)

General Norms (Values)
People are born into extended families People grow up to look after him/herself and the
immediate family
Identity is based on your social network Identity based on the individual
High context communications Low context communication
Diplomas provide entry to higher status groups Diplomas increase economic worth/self-respect
Employer-employee relationship perceived in Employer-employee relationship is a contract
moral terms; like a family link based on mutual advantage
Management of groups Management of people
Implications
Maintain harmony; avoid conflict Speaking your mind is admirable
Social network is primary source of info Media is primary source of info
Relationship prevails over task Task prevails over relationship
Example Cultures
Guatemala USA
Panama Australia
Indonesia Great Britain
Pakistan Canada
Taiwan Italy
South Korea Belgium
West Africa Denmark

Masculinity Index (MAS): The masculinity-femininity dimension identifies cultural

variability based on what are considered appropriate gender roles for that culture. …masculinity
pertains to societies in which social gender roles are clearly distinct (i.e., men are supposed to be

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assertive, tough, and focused on material success whereas women are supposed to be more modest,
tender and concerned with the quality of life); Femininity pertains to societies in which social gender
roles overlap i.e. both men and women are supposed to be modest, tender, and concerned with the
quality of life (10:82).

Table 4. Low and High Masculinity Cultures

Low MAS (Feminine) High MAS (Masculine)

General Norms (Values)
Dominate values in society are caring for others Dominate values in society are material success
and preservation and progress
People and relationships are important Money and things are important
Failing in school is a minor accident Failing in school is a disaster
Managers use intuition & strive for consensus Managers expected to be decisive & assertive
Work to live Live to work
Implications
Roles of sexes are undifferentiated Defined masculine/feminine sex roles
Example Cultures
Sweden Japan
Norway Austria
Netherlands Venezuela
Denmark Italy
Costa Rica Great Britain
Finland USA

Uncertainty Avoidance Index (UAI). “Extreme uncertainty creates intolerable anxiety.

Every human society has developed ways to alleviate this anxiety. These ways belong to the domains
of technology, law and religion” In the context that Hofstede uses, uncertainty avoidance are not the

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same as risk avoidance. Ambiguity is the root cause of uncertainty avoidance, with risk-taking a by-
product of attempts to mitigate ambiguity.
As such, cultures scoring high on the uncertainty avoidance index (low tolerance for ambiguity) look
for structure in their organizations, institutions and relationships in order to reduce the ambiguity and
thus risk. Table 5 demonstrates the important characteristics in this dimension.

Table 5. Low and High Uncertainty Avoiding

Cultures Low UAI (High tolerance for

High UAI (Low tolerance for Ambiguity)
Ambiguity)
General Norms (Values)
Uncertainty is a normal feature of life Uncertainty inherent in life is felt as a continuous
threat that must be fought
Low stress; subjective feeling of well being High stress; subjective feeling of anxiety
Aggression and emotions should not be shown Aggression and emotions at proper times may be
expressed
Comfortable in ambiguous situations and with Acceptance of familiar risks; fear of ambiguous
unfamiliar risks situations and of unfamiliar risks
Few and general laws and rules Many and precise laws and rules
Tolerance, moderation Conservatism, extremism, law and order
Internationalism, regionalism Nationalism, xenophobia
Precision and punctuality have to be learned Precision and punctuality come naturally
Time is a framework for orientation Time is money
Implications
Belief in generalist and common sense Belief in experts and technical solutions
Focus on decision process Focus on decision content
No more rules than strictly necessary Emotional need for rules even if they don’t work
Desire for opportunity Desire for security
Results attributed to ability Results attributed to luck
Example Cultures
Singapore Greece
Jamaica Portugal
Denmark Uruguay
Sweden Belgium
Great Britain Japan
USA France

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LITERATURE REVIEW

Michal Zieba (2007): The increasingly global business environment requires managers to
approach the negotiation process from the global business person's point of view. This approach includes
aspects which are usually unimportant in domestic negotiations.

When doing business internationally, we need to consider

1. The negotiating environment

2. Cultural and sub-cultural differences
3. Ideological differences
4. Foreign bureaucracy
5. Foreign laws and governments
6. Financial insecurity due to international monetary factors
7. Political instability and economic changes

The way we perceive and create our own reality may be completely different to our counterpart's way of
thinking, behaving and feeling. Unfortunately, knowledge of any foreign language is not enough to face
and solve the problem. Language is a cluster of codes used in communication which, if not shared
effectively, can act as a barrier to establish credibility and trust.

Neil Payne (2001): Cross cultural negotiations is about more than just how foreigners
close deals. It involves looking at all factors that can influence the proceedings. By way of
highlighting this, a few brief examples of topics covered in cross cultural negotiation training
shall be offered.

Cross cultural negotiation training builds its foundations upon understanding etiquettes and
approaches to business abroad before focusing on cross cultural differences in negotiation styles
and techniques. There are three interconnected aspects that need to be considered before entering
into cross cultural negotiation.

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Michelle LeBaron (1997): The analytical tools come from the work of several well-
known intercultural experts, including Hofstede, Hall, Kluckholn, Strodtbeck, and Carbaugh. It
must be emphasized that there is no one right approach to negotiations. There are only effective
and less effective approaches and these vary according to many contextual factors. As
negotiators understand that their counterparts may be seeing things very differently, they will be
less likely to make negative judgments and more likely to make progress in negotiations.

Rajesh Asrani (1995): The immediate issue to be addressed is configuration of human

resource that is diverse in culture and geographic proximity especially in global business
organizations. It has a major emphasize in understanding the dynamics of successful
international business negotiations and the strategies that work in the current multi-cultural
business arena. It presents various models in a standardized form to suggest a model framework
for global business negotiations and the significance of culture in the same.

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Factors influencing cross-cultural negotiations

Negotiating Goal and Basic Concept: How is the negotiation being seen? Is mutual satisfaction
the real purpose of the meeting? Do we have to compete? Do they want to win? Different
cultures stress different aspects of negotiation. The goal of business negotiation may be a
substantive outcome (Americans) or a long-lasting relationship (Japanese).

Protocol: There are as many kinds of business etiquette as there are nations in the world.
Protocol factors that should be considered are dress codes, number of negotiators, entertainment,
degree of formality, gift giving, meeting and greeting, etc.

Communications: Verbal and non-verbal communication is a key factor of persuasion. The way
we express our needs and feelings using body language and tone of voice can determine the way
the other side perceives us, and in fact positively or negatively contributes to our credibility.
Another aspect of communication relevant to negotiation is the direct or indirect approach to
exchanging information. Is the meaning of what is said exactly in the words themselves? Does
"...it's impossible" really mean impossible or just difficult to realize? Always use questions to
identify the other side's needs, otherwise assumptions may result in you never finding common
interests.

Risk-Taking Propensity - Uncertainty Avoidance: There is always risk involved in

negotiations. The final outcome is unknown when the negotiations commence. The most
common dilemma is related to personal relations between counterparts: Should we trust them?
Will they trust us? Certain cultures are more risk averse than others, e.g. Japan (Hofstede 1980).
It means that less innovative and creative alternatives are available to pursue during the
negotiation, unless there is a strong trust-based relationship between the counterparts.

View of Time: In some cultures time is money and something to be used wisely. Punctuality and
agenda may be an important aspect of negotiation. In countries such as China or Japan, being late
would be taken as an insult. Consider investing more time in the negotiating process in Japan.
The main goal when negotiating with an oriental counterpart is to establish a firm relationship,
which takes time. Another dimension of time relevant to negotiation is the focus on past, present

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or future. Sometimes the past or the distant future may be seen as part of the present, especially
in Latin American countries.

Decision-Making System: The way members of the other negotiating team reach a decision
may give us a hint: who we shall focus on providing our presentation. When negotiating with a
team, it's crucial to identify who is the leader and who has the authority to make a decision.

Form of Agreement: In most cultures, only written agreements stamp a deal. It seems to be the
best way to secure our interests in case of any unexpected circumstances. The 'deal' may be the
contract itself or the relationship between the parties, like in China, where a contract is likely to
be in the form of general principles. In this case, if any unexpected circumstances arise, parties
prefer to focus on the relationship than the contract to solve the problem.

Power Distance: This refers to the acceptance of authority differences between people. Cultures
with low power distance postulate equality among people, and focus more on earned status than
ascribed status. Negotiators from countries like Britain, Germany and Austria tend to be
comfortable with shared authority and democratic structures. When we face a high power
distance culture, be prepared for hierarchical structures and clear authority figures.

Personal Style: Our individual attitude towards the other side and biases which we sometimes
establish all determine our assumptions that may lead the negotiation process towards win-win or
win-lose solutions. Do we feel more comfortable using a formal or informal approach to
communication? In some cultures, like America, an informal style may help to create friendly
relationships and accelerate the problem solving solution. In China, by comparison, an informal
approach is proper only when the relationship is firm and sealed with trust.

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 Coping with Culture

Negotiating in the international environment is a huge challenge for any negotiator. How do we
cope with the cultural differences? What approach is more efficient and proper when dealing
with Japanese, Americans or Germans? There are some very helpful guidelines we can apply
(Salacuse, 1991):

1. Learn the other side's culture

It is very important to know the commonest basic components of our counterparty's

culture. It's a sign of respect and a way to build trust and credibility as well as advantage
that can help us to choose the right strategies and tactics during the negotiation. Of
course, it's impossible to learn another culture in detail when we learn at short notice that
a foreign delegation is visiting in two weeks' time. The best we can do is to try to identify
principal influences that the foreign culture may have on making the deal.

2. Don't stereotype

Making assumptions can create distrust and barriers that expose both your and the other
side's needs, positions and goals. The way we view other people tends to be reserved and
cautious. We usually expect people to take advantage of a situation, and during the
negotiations the other side probably thinks the same way, especially when there is a lack
of trust between counterparts. In stead of generalizing, we should make an effort to treat
everyone as individuals.

3. Find ways to bridge the culture gap

Apart from adopting the other side's culture to adjust to the situation and environment, we
can also try to persuade the other side to use elements of our own culture. In some
situations it is also possible to use a combination of both cultures, for example, regarding

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 joint venture businesses. Another possible solution is to adopt a third culture, which can
be a strong base for personal relationships.

HOW CULTURE IMPACTS NEGOTIATION

• By conditioning ones perception of reality

• By blocking out information inconsistent or unfamiliar with culturally grounded assumptions

• By projecting meaning onto the other party s words and actions

• By impelling the ethnocentric observer to an incorrect attribution of motive

Culture influences Negotiation through its effects on communications and through their
conceptualizations of the process, the ends they target, the means they use, and the
expectations they hold of counterparts‟ behavior. Culture affects the range of strategies that
negotiators develop as well as the many ways they are tactically implemented. In an
international negotiations, you bring to the negotiating table the values, beliefs and
background interference of your Culture and normally will unconsciously use those elements
in both the presentation and interpretation of the data, interpreting and judging the other by
your Culture own standards. Nations tend to have a national character that influences the
types of goals and processes pursued in negotiations.

All human interactions are, by definition, intercultural. When two individuals meet, it is an
intercultural encounter since they both have different way to perceive, discover, and create
reality. All negotiations are therefore intercultural. Negotiations with a boss, spouse, child, friend,
fellow employee, union representative, official from a foreign country, and so on are all intercultural
loaded. In some countries, negotiating is seen in practically every transaction, from settling a taxi fare
to buying bread. Intercultural negotiations do not only exist because people who think, feel, and
behave differently have to reach agreements on practical matters such as how to produce, consume,
organize, and distribute power and grant rewards, but because of the very nature of the challenging,
unpredictable, and contradictory world we live in. We are forced to negotiate. In every Negotiation
(domestic, international) the participants have different points of view and different objectives. When

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you are negotiating with someone from your own country, it is often possible to expedite
communications by making reasonable cultural assumptions.

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 The Impact of Culture on Negotiations
NEGOTIATION FACTORS CULTURAL RESPONSES
Goal Contract or Relationship
Attitudes Win/Lose or Win/Win
Personal Styles Informal or Formal
Communications Direct or Indirect
Time Sensitivity High or Low
Emotionalism High or Low
Agreement Form Specific or General
Agreement Building Bottom Up or Top Down
Team Organization One Leader or Consensus
Risk-taking High or Low

Negotiation is an important and valuable tool for resolving conflict when all parties involved have a
shared commitment to reaching a collaborative, joint outcome that satisfies both parties needs and
interests. Cultural considerations play an important role in the negotiation process as all of the actors
bring with them their own specific cultural behaviors; that is their patterns of thinking, feeling, acting
and most importantly, their own set of culturally shared values.

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19
 CASE STUDY
ANALYSIS
Harry in Austin and Harsh in Bangalore - both speak excellent English. Harsh studied in
California, watches NBA and listens to rock music. All this makes Harry think that Harsh is just
like any other fellow American - and starts the business negotiation right away. After few rounds
- the negotiations come to a screeching halt due when Harsh decided to take a break during the
negotiations.

The problem Both parties had different perceptions of the negotiation process itself and
misinterpretations of the other’s behavior. For Harry, negotiation is about pushing through a
quick deal. When Harsh took time - Harry became increasingly impatient and become more
forceful in the meetings. Harsh interpreted this with suspicion that Harry was pulling a fast one
on him - therefore he needed some more time to study Harry’s proposals.
Though the negotiations concluded successfully, it took a longer time than Harry initially
anticipated. This negotiation example shows how cultural differences are often invisible for both
the parties and it affects the negotiations itself - when both the parties ignore the cultural
differences.

RECOMMENDATION

There is no right way or no perfect way to overcome the cultural differences in negotiations.
International negotiations are always a delicate business - requiring skill, tact, and diplomacy.
Here are some tips that can help one negotiate with a foreign counterpart.

1: Take time to setup the negotiation process

2: Understand Expectations

http://arunkottolli.blogspot.com/2007/01/how-to-avoid-pitfalls-in-cross.html

ANALYSIS
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This case is about US-based consumer electronics company Apple, Inc's (Apple), known for its
ability to come out with path-breaking products. Experts have associated the innovation at Apple
with its corporate culture. The case discusses in detail the corporate culture at Apple. At Apple,
the work culture was driven by a passion for new products with no end to challenges and
opportunities. The case discusses how Apple became the pioneer of the "Work Hard Play Hard"
ethic. The corporate culture at Apple was exemplified by its intense work ethics. Though the
work environment was relaxed and casual, there was a very strong commitment to deadlines.
Analysts summarized the work culture at Apple as "fun, yet demanding".

The case talks about how employees at Apple had to run their own show and work in a
challenging and creative environment. Apple adopted a style that was not too formal or
hierarchical and a more results-driven approach which worked best for them. The case also
focuses on the career opportunities and employability security, compensation, and benefits
offered to the employees by the company. The case explains how Apple fostered a culture of
secrecy.

Experts felt that Apple's obsession with maintaining secrecy could hurt the company and its
brand in the new milieu. They felt that the biggest challenge for Apple was to move out from
under the shadow of Jobs. The performance of the company in his absence was a key concern for
all stakeholders, they said. The case concludes by discussing whether a change in the company's
culture is required to remain competitiveness in the long run.

RECOMMENDATIONS

Apple was doing well in the economic downturn by investing, inventing, and innovating.
Quoting Technology Business Research, Inc. (TBR) , data and analysis, iTWire reported that
Apple's "culture of innovation" would lead to the company outperforming the economy and its
competitors

http://www.icmrindia.org/casestudies/catalogue/Human%20Resource%20and%20Organization
%20Behavior/HROB124.htm

CONCLUSION
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Culture’s impact does not necessarily mean an attempt at reaching a collaborative agreement will
fail, understanding its affects can greatly facilitate and enhance the process. The challenge is to
understand if cultural differences could be a driving influence in the course of a negotiation (and
to what degree) and then developing a strategy that fits into the cultural context of the
proceedings as perceived by all parties. Negotiations it is important to consider that the purpose
of negotiations as a method of conflict resolution is for the parties to arrive at an interdependent
and joint decision that is agreeable to, and accepted by, all parties involved. It must be kept in
mind that the joint decision very well could be to arrive at no agreement. An important aspect in
developing a cross-cultural negotiation strategy revolves around preparation.

The emerging trend towards liberalized global policies coupled with suitable reform processes
throughout the globe have drastically changed the business environment for the firms.

Cross-cultural negotiations are always tricky. In most cases parties involved in the negotiation
process will not have a good understanding of the other’s culture and hence the negotiation
process starts off with a set of false set of assumptions and if those assumptions are not tested,
the negotiation process will fail. It is therefore a good practice to verify those assumptions and make
things transparent and clear at the very onset of the negotiation process and then work towards successful
conclusion.

BIBLIOGRAPHY
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 • http://docs.google.com/viewer?
a=v&q=cache:6XGh39SqRDYJ:www.au.af.mil/au/awc/awcgate/awc/horst_crosscultural
_negot.pdf+CROSS-CULTURAL+NEGOTIATIONS

• www.buzzle.com/editorials/10-5-2004-60126.as
• http://www.kwintessential.co.uk/cultural-services/articles/cross-cultural-negotiation.html
• http://www.sideroad.com/Cross_Cultural_Communication/cross-cultural-
negotiation.html

• http://www.calumcoburn.co.uk/articles/cross-cultural-negotiation/

 Reference for an article:

Michal Zieba (2007) Cross-Cultural Improvisations: A Conversation

with Dan Harper
• Neil Payne (2001) http://ezinearticles.com/?Cross-Cultural-Solutions-for-International-
Business&id=482

• Michelle LeBaren (1997) http://www.dfait-maeci.gc.ca/cfsi-icse/cil-

cai/magazine/v01n02/1-2-eng.asp

• Rajesh Asrani (1995) http://www.exportersindia.com/indian-exporters/living-room-

tables-1.htm

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