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Comparative Cross Cultural Study of Indian Managers' Perspectives On Doing International Business in Bedouin And Guanxi Culture

Comparative Cross Cultural Study of Indian Managers' Perspectives On Doing International Business in Bedouin And Guanxi Culture

Som Sekhar Bhattacharyya
Copyright: © 2019 |Volume: 10 |Issue: 3 |Pages: 21
ISSN: 1947-9638|EISSN: 1947-9646|EISBN13: 9781522566007|DOI: 10.4018/IJABIM.2019070101
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MLA

Bhattacharyya, Som Sekhar. "Comparative Cross Cultural Study of Indian Managers' Perspectives On Doing International Business in Bedouin And Guanxi Culture." IJABIM vol.10, no.3 2019: pp.1-21. http://doi.org/10.4018/IJABIM.2019070101

APA

Bhattacharyya, S. S. (2019). Comparative Cross Cultural Study of Indian Managers' Perspectives On Doing International Business in Bedouin And Guanxi Culture. International Journal of Asian Business and Information Management (IJABIM), 10(3), 1-21. http://doi.org/10.4018/IJABIM.2019070101

Chicago

Bhattacharyya, Som Sekhar. "Comparative Cross Cultural Study of Indian Managers' Perspectives On Doing International Business in Bedouin And Guanxi Culture," International Journal of Asian Business and Information Management (IJABIM) 10, no.3: 1-21. http://doi.org/10.4018/IJABIM.2019070101

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Abstract

The purpose of this research article is to comparatively study Indian firms' international cultural challenges of doing business in Bedouin and Chinese business cultures. In this research, the author based on in-depth exploratory qualitative personal interview with 22 Indian international business experts and explores the cultural nuances of international business operations. Specifically, the author content analyses and prepare a comparative analysis (similarities and dissimilarities) of Indian business culture with Bedouin and Chinese business culture. This article thus contributes to international business strategy (IBS) literature centric to Indian firms from a cultural dimension. Comparative analysis on Trompenaar's cultural dimensions, Hofstede's cultural dimensions, CAGE distances and EPRG aspects highlight the challenges of doing business for Indian business managers in Bedouin and Chinese business culture. This would help Indian business managers to take steps to improve international business expansion in China and The Gulf countries. This is one of the first comparative analysis of Indian firms' international expansion difficulties in Bedouin and Chinese business culture.

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