432552

ok ReviewBusiness Communication Quarterly

BCQ75210.1177/1080569911432552Bo

Business Communication Quarterly

Book Reviews 75(2) 221­–231

© 2012 by the Association for
Business Communication
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Patty Keefe Durso, Book Review Editor

Chaney, L. H., & Martin, J. S. (2011). Intercultural Business Communication (5th ed.).
Upper Saddle River, NJ: Prentice Hall. 301 pp.

Reviewed by: Audrey M. Ostendorf

Northern Kentucky University, USA
DOI: 10.1177/1080569911432552

In today’s ever-increasing global economy, intercultural business communication is

both a “hot” research topic and an essential form of communication for academics and
practitioners alike. Building on the foundational methodology of navigating a business
discourse through varied and diverse cultural waters, the fifth edition of Intercultural
Business Communication discusses a wide range of international communication con-
cerns, contextualized through the pragmatic lens of conducting business.
This textbook guides readers through various aspects of intercultural business com-
munication and discusses the cultural norms of the most active nations participating in
the contemporary global economy. Chaney and Martin use practical examples and
accompanying illustrations throughout the entire text to compare and contrast a variety
of international business situations. For example, readers learn about global etiquette
in Chapter 8, which includes a discussion of dining practices, business card exchange,
and tipping. In Chapter 9, readers learn about social customs such as handshakes,
bribery, and humor. Practical illustrated examples such as these make Intercultural
Business Communication a useful “how-to” reference guide for those engaged in inter-
national business.
This edition of Intercultural Business Communication comprises 12 chapters.
Topics covered include the following: global etiquette, culture shock, verbal and non-
verbal communication patterns, business and social customs, intercultural negotiation
processes and strategies, and laws affecting international business and travel. An
improvement in this new edition is an expanded and updated country-specific infor-
mation and negotiation skills section in each chapter, with an emphasis on countries
with which the United States conducts most of its business. Chaney and Martin have
also added eight new case studies, giving each chapter a total of five cases for discus-
sion. All chapters use helpful tables, pictures, and diagrams to reinforce the text.

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222 Business Communication Quarterly 75(2)

Related references for additional reading are provided in each chapter with up-to-date
information about newly published books and journal articles, as well as established
books referenced in the previous edition.
Chaney and Martin begin by giving a general overview of what intercultural busi-
ness communication is and why it is important. In the revised first chapter, the authors
introduce two new terms: glocalization and grobalization. Glocalization is, as the
name suggests, a combination of global and local culture. The authors cite Robertson
(2001) and Ritzer (2007), who have defined the term as “the interpenetration of the
global and the local, resulting in the unique outcomes of different geographic regions”
(p. 5). Grobalization refers to the incursion of a corporate organization into a new
culture, or, according to Ritzer (2007), to the “imperialistic ambitions of nations, cor-
porations, organizations, and the like and their desire, indeed need, to impose them-
selves on various geographic regions” (p. 5). Both concepts work together to create
successful outcomes for both corporations and consumers. Chaney and Martin and
other practitioners (Guffey & Loewy, 2011) suggest that the ultimate key to successful
business operations in foreign markets relies on adjusting products to the local culture.
Marketing strategies of standardization, they say, are a thing of the past.
The revised first chapter also includes a new subsection titled “Global Mindsets,”
which is a list of 28 attributes (based on interviews with 215 executives) for developing
successful intercultural managers. Examples include respect for cultural differences, will-
ingness to adapt, risk taking, and the ability to connect with people of other cultures.
Most businesses today recognize that standard marketing strategies no longer work
and have begun to focus on emphasizing cultural commonalities while also acknowl-
edging differences. In Chapter 2, “Universal Systems,” Chaney and Martin explain the
commonalties that can be expected in all cultural groups and their relationship to com-
municating and negotiating globally. A noteworthy feature of this discussion is a
country-specific economic, political, and educational summary of the countries with
which the United States does most of its business. Conversely, Chapter 3 compares
and contrasts cultural values, including work attitudes, religious influence, and indi-
vidualism versus collectivism. After reading about different cultural values, norms,
and customs, Chapter 4, “Cultural Shock” is a nice follow-up. Chaney and Martin
explain that even the most seasoned international business traveler experiences culture
shock. This chapter explains what culture shock is and identifies its different stages,
with suggestions for minimizing shock. The authors suggest that executives should
consider elements such as personality traits when selecting employees to conduct busi-
ness internationally. For example, personality traits such as adaptability, flexibility,
and high self esteem are listed as important to a successful international business
sojourn (p. 77).
After discussing cultural commonalities, differences, and personality traits of suc-
cessful employees in an international business setting, Chaney and Martin turn their
focus to written, verbal, and nonverbal forms of communication (Chapters 5-7).
Chapter 5 explains different forms of verbal interaction, including parables, proverbs,
translation problems, and conversation taboos. Table 5-1 (p. 101) provides a

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Book Review 223

convenient overview of appropriate and inappropriate conversation topics by country.

In Austria, for example, it is appropriate to talk about professions, cars, and music, but
money, religion, and divorce are listed as taboo.
In addition, although most business communication is conducted verbally, nonver-
bal communication can, perhaps, be even more important. Nonverbal communication,
such as body language, facial expressions, and gestures can greatly enhance oral
communication, or—if not handled successfully—can result in disaster for the com-
pany. In Chapter 6, Chaney and Martin have added a new subsection, titled “Nonverbal
Leakage,” that focuses on unsuccessful nonverbal communication. They define “non-
verbal leakage” as something that occurs “when people are unsuccessful in their
attempt to control the messages sent by their behavior, gestures, facial expressions and
other nonverbal communication” (p. 130). The chapter concludes with a country-
specific summary of nonverbal communication guidelines from the top 10 countries
with which the United States conducts the majority of its business, ranging from
Canada, China, and South Korea to Taiwan and the United Kingdom (pp. 131-134).
The last section on communication (Chapter 7) covers written communication pat-
terns in letters, facsimiles, and resumes. Written communication can vary in tone and
style from country to country, reflecting cultural norms and differences. Chaney and
Martin recommend writing in the particular style of the country in which one is con-
ducting business, and they include several country-specific examples of letters, faxes,
and emails.
When conducting business abroad, knowledge of oral and written communication
styles is certainly important, but, as Chaney and Martin explain, it is also imperative
to understand what is acceptable and not acceptable in social situations (p. 161).
Chapters 8 and 9 focus on business etiquette and social customs. Etiquette such as
business card exchanges, dining practices, tipping, and gift giving are covered. In
addition, it is important to be knowledgeable about work customs and practices. In the
United States, for example, it is expected that employees start work promptly and stay
busy even during slow periods (p. 195); this attitude that “time is money” is reflected
in a typical 8-hour shift, where only two breaks of 10 to 15 minutes—one in the
morning and one in the afternoon—are allowed. However, it can be customary in
many countries, especially in Europe, to take long breaks of 20 minutes or more that
include drinking beer or wine. Chaney and Martin explain that a lack of knowledge of
such practices can be detrimental to successful foreign mergers and operations.
Similarly, Locker and Kienzler (2010) pointed out that U.S. executive’s lack of knowl-
edge of customary beer breaks for German workers led to the multibillion-dollar blun-
der of the 1998 Daimler-Benz Chrysler merger (p. 125).
Proficiency in understanding communication patterns and social etiquette is a large
part of conducting business abroad. However, the most difficult strategy to master
may be the negotiation process. Chapters 10 and 11 explain the intercultural negotia-
tion process and its many components. Chapter 10 focuses on the steps, strategies, and
mistakes commonly made during negotiations, such as using unfamiliar or slang words
and failing to read nonverbal cues. Chapter 11 compares and contrasts different

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224 Business Communication Quarterly 75(2)

negotiation styles across cultures while also explaining stereotypes that can affect
negotiations. As in previous chapters, Chaney and Martin include a helpful table to
support their discussion, here providing a well-organized summary of the negotiation
styles of different countries (p. 240). The book closes in Chapter 12 with a summary of
laws that affect international business and travel, from technology laws to employment
laws to global patents and ethics. The end of this chapter warns readers that they must
be knowledgeable about the laws in the countries that they plan to visit and gives
country-specific advice to make traveling abroad safer and easier.
Overall, this new edition of Intercultural Business Communication is a very practi-
cal, straightforward guide to the subject. I highly recommend it as a primary source for
any college-level business communications course. Instructors will appreciate end-of-
chapter tests for assessment of ideas and situations presented, as well as case studies
and questions for further class discussion. This book is also an excellent reference
work for anyone working, or planning to work, internationally. The only drawback to
this textbook is that all the illustrations are in black and white; colorful, modern pho-
tos would have enhanced the text and examples. Overall, however, this edition of
International Business Communication is a comprehensive text that clearly presents
some of the larger concerns of intercultural discourse through the lens of the business
world.

References
Guffey, M. E., & Loewy, D. (2011). Business communication: Process and product (7th ed.).
Mason, OH: Southwestern Cengage Learning.
Locker, K. O., & Kienzler, D. S. (2010). Business and administrative communication (9th ed.).
New York, NY: McGraw-Hill Irwin.
Ritzer, G. (2007). The globalization of nothing (2nd ed.). Thousand Oaks, CA: Pine Forge Press.
Robertson, R. (2001). Globalization theory 2000+: Major problematics. In G. Ritzer & B. Smart
(Eds.), Handbook of social theory (pp. 458-471). London: SAGE.

Gentle, A. (2009). Conversation and Community: The Social Web for Documentation.
Fort Collins, CO: XML Press. 242 pp.

Reviewed by: Lisa Muvich

Northern Kentucky University, USA
DOI: 10.1177/1080569912443055

In today’s world, social media and social networking have been woven into the fabric
of our daily lives. Facebook, Twitter, LinkedIn, and wikis have changed the way that
we interact, find information, and collaborate. In an increasingly competitive market-
place, companies are vying for consumers’ attention and seeking ways to connect with

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