East Asia

John F, Kennedy once said “Let us not be blind to our differences- but let us also direct attention to our common interests” (Abramson & Moran, 2018 p.218). I believe becoming a global leader is exactly that. As global leaders we need to learn about other countries cultures, communication styles, beliefs, values, negotiation styles, behaviors and so on. Therefore, as global leaders we can successfully conduct business with other countries. One country that is vastly different from the United States is East Asia. It is important to understand East Asia because it is considered one of the most populous regions in the world (PSU, 2021). For the purpose of this blog, I will indicate that East Asia includes the following countries: China, Japan, and Korea.

One similarity between China, Japan and Korea is having a trust-based relationship with business counterparts before any business can be negotiated (Abramson & Moran, 2020). In other words, if western leaders want to have long-term success in East Asia, they must build relationships with their counterparts prior to doing any business, regardless of the time it takes (Abramson & Moran, 2020). One precondition for building a trust-based relationship in East Asia is humility and respect. In the United States, we often respect someone in a business relationship because of their accomplishments and or education level (Abramson & Moran, 2020). Whereas, in East Asia individuals perceive that as boastfulness and value humility (Abramson & Moran, 2020). In China, respect is based off one’s age and rank (Abramson & Moran, 2020). The Chinese simply admire personal traits such as one’s patience’s and their ability to socialize (Abramson and Moran, 2020). In Japan respect is based off one’s age, status, rank but not one’s achievements. The Japanese “admire loyalty, commitment to one’s team or company and their ability to socialize” (Abramson & Moran, 2020 p.443). In Korea, respect is based off advanced age and status (Abramson & Moran, 2020). Koreans simply “admire sincerity, persistence and the ability to get along” (Abramson & Moran, 2020 p.443).

Another precondition for building a trusting business relationship in East Asia is face-saving. In East Asia if you are representing your organization as a leader you need to put on your best “poker face” meaning you need to have the ability to control your emotions regardless of how others perceive you (Abramson & Moran, 2020). Whereas, if you cause negative feelings towards someone, or embarrassment to you organization you will then be perceived as disrespectful which causes loss of face (Abramson & Moran, 2020). As a result, do not criticize weaknesses rather mention positive strengths and your counterparts will understand (Abramson & Moran, 2020). When conducting business in the United States many westerners do not build a trusting relationship first, many relay on legal business contracts (Abramson & Moran, 2020).

The above differences are only a handful of the differences between how westerners and East Asia conducts business. I believe these differences are important to be aware of so there can be more successful global business leaders in the future.

 

 

References

Abramson, R. N., Moran, T, R. (2018). Managing cultural differences: Global Leadership for the 21^st Century. (10th ed.). Routledge. ISBN: 9871138223455