Author's Keywords: Communication, Misunderstandings, intercultural communication, culture, language	Convention All Academic Convention makes running your annual conference simple and cost effective. It is your online solution for abstract management, peer review, and scheduling for your annual meeting or convention. Submission - Custom fields, multiple submission types, tracks, audio visual, multiple upload formats, automatic conversion to pdf. Review - Peer Review, Bulk reviewer assignment, bulk emails, ranking, z-score statistics, and multiple worksheets! Reports - Many standard and custom reports generated while you wait. Print programs with participant indexes, event grids, and more! Scheduling - Flexible and convenient grid scheduling within rooms and buildings. Conflict checking and advanced filtering. Communication - Bulk email tools to help your administrators send reminders and responses. Use form letters, a message center, and much more! Management - Search tools, duplicate people management, editing tools, submission transfers, many tools to manage a variety of conference management headaches! Click here for more information.
Association: Name: Summer Conference on Intercultural Dialogue URL: http://www.natcom.org
Citation: URL: http://citation.allacademic.com/meta/p315015_index.html Direct Link: HTML Code:

Kristjansdottir, Erla. "A case study in intercultural communication: Icelandic and Spanish employees" Paper presented at the annual meeting of the Summer Conference on Intercultural Dialogue, Maltepe University, Istanbul, Turkey, Jul 22, 2009 <Not Available>. 2013-05-05 <http://citation.allacademic.com/meta/p315015_index.html>

Kristjansdottir, E. S. , 2009-07-22 "A case study in intercultural communication: Icelandic and Spanish employees" Paper presented at the annual meeting of the Summer Conference on Intercultural Dialogue, Maltepe University, Istanbul, Turkey Online <PDF>. 2013-05-05 from http://citation.allacademic.com/meta/p315015_index.html

Publication Type: Conference Paper/Unpublished Manuscript Review Method: Peer Reviewed Abstract: Business is increasingly international, from the traditional unidirectional efforts (companies set up offices abroad to oversee or cater to local demand) to the recent multidirectional globalization efforts (globally integrated “stateless” firms, often from emerging economies that source work to wherever is most efficient) (Bishop, 2008). As many business scholars and practitioners point out, communication problems in international business often stem from a lack of understanding of cross cultural differences in management style (Fatahi, 1996; Harris, Moran & Moran, 2004; Martin, 2005; Schneider & Barsoux, 2003), human resource management (Papalexandris & Panayotopoulou, 2004), competitive intelligence (CI) (Blenkhorn & Fleisher, 2005); business ethics (Christie, Kwon, Stoeberl & Baumhart, (2003; Scholtens & Dam, 2007; Tsalikis & Seaton, 2007), knowledge-sharing (Möller & Svahn, 2004) and work and life values (Dolan, Diez-Pinol, Fernandez-Alles, Martin-Prius & Martinez-Fierro, 2004; Ricks, 1999) to name only a few. In an effort to answer the research calls identified above and provide more in-depth analysis of cross-cultural “asynchrony” or misunderstandings in global business contexts, this study examines communication interaction between Icelandic employees and employees in their subsidiary in Spain. Employees at the company were interviewed to identify misunderstandings that seem to have occurred due to cultural/value/communication style differences and to identify practical suggestions for managing their differences and misunderstandings more effectively. The study posed the following research question: What are the cultural norms that one needs to understand in managing cultural misunderstanding more effectively? The author suggests that cross-cultural training and dialogues would be an effective way to in crease intercultural understanding about and between these two groups.

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