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f the factors identified as being critical to the success of Western businesses in China, most are related to one of the following topics: cultural issues, business etiquette, language proficiency, politics, Chinese history, negotiation strategy, advertising and logistics.
Cultural issues
A variety of researchers argue that an understanding of Chinese culture is fundamental to achieving business success in China (Ambler, 1995; Hsieh, 1994; Myers, 1987; Xing, 1995; Zhao, 1991). As stated by Osland (1990, p. 4) “The single greatest barrier to business success is the one erected by culture”. Yet the observation has been made that Westerners generally lack understanding of Eastern culture (Hsieh, 1994). Chinese cultural values are largely formed from interpersonal relationships and social orientations and are influenced by Confucian ethics and philosophies (cf. Yau, 1988 for an overview). For example, the Chinese tend to focus on the goals of the collective rather than individual goals. This group orientation has influenced the way commerce is structured. In urban areas, employment is based on a “work-uni” (danwei) to which each person is allocated when they graduate from school. The work group holds power over member’s jobs, housing, social status, health care, marriages, family planning, children’s education, retirement benefits and other areas (Osland, 1990). Chinese do not want to stand out from the crowd. Thus it has been suggested that Western business practices, such as personnel incentives, do not work (Myers, 1987). It is also important that Westerners intending to do business in China seek to gain membership into appropriate groups and do not ask individuals to act independently of the group (Engholm, 1991).
Business etiquette
Another potential key success factor, etiquette, dictates how people of differing or similar status, relate to one another. Engholm (1991) suggests that Westerners should be aware that the non-observance of propriety in China can cause discord and discomfort, as it perceived as a threat to the collective, and this can have negative ramifications for business dealings. Hence, observing rules of business practice and protocol has been offered as a source of comparative advantage over competition who ignore them (Engholm, 1991). This means participating in traditional greeting rituals, dining and drinking etiquette, gift giving and ceremonial events (Osland, 1990). Equally, Western executives working in China should be aware that off-duty behaviour is as much a part of etiquette and protocol as being in a formal business meeting (Yau, 1988).

References

Alston, J.P. (1989), "Wa , Guanxi and Inhwa: managerial principles in Japan, China and Korea", Business Horizons, pp.26-31.

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Ambler, T. (1995), "Reflections in China: re-orienting images of marketing", Marketing Management, Vol. 4 pp.23-30.
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Churchill Jr, G.A. (1983), Marketing Research: Methodological Foundations, 3rd ed., Holt Saunders International Editions, .
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(1997), CNN International, US firms have strong ties with China, https://cnnfn.com, .
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Coll, J.H. (1988), "Sino-American cultural differences: The key to closing a business venture with the Chinese", The Mid-Atlantic Journal of Business, Vol. 25 pp.15-9.
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Conley, J. (1996), "Chinese puzzle", Intern本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。