Saving Face in Business: Managing Cross-Cultural Interactions

293 Pages·2018·3.609 MB·English

by  Rebecca S. Merkin (auth.)

S A V I N G F A C E
I N B U S I N E S S
Managing Cross-Cultural Interactions
REBECCA S. MERKIN
Saving Face in Business
Rebecca S. Merkin
Saving Face in Business
Managing Cross-Cultural Interactions
Rebecca S.Merkin
BaruchCollege, CUNY
NewYork, NY, USA
ISBN978-1-137-59173-9 ISBN978-1-137-59174-6 (eBook)
https://doi.org/10.1057/978-1-137-59174-6
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P
REFACE
The purpose of this book is to provide an overview on the research on
cultureandsavingfaceasitrelatestobusiness.Morespecifically,thisbook
serves the purposes of (1) identifying the different ways saving face
underlies the many relationships that evolve and exist in the course of
doing business, (2) explaining the types of facework communication
strategies one would be most likely to encounter when interacting with
those from other cultures with different worldviews from one’s own, and
(3) providing models with which to strategize one’s own facework to
coordinate with the likely reactions others may have upon us. The studies
examined and reported in this book are carried out specifically on the
group-level of analysis and corresponding cross-cultural communication is
examined from a group-level perspective. Case studies were provided to
enable others to experientially examine cross-cultural face threats from
different viewpoints.
Someofthecircumstancesthatareexaminedinthisbookthatrelateto
how employees could experience situations in which their face could be
threatenedintheprocessofconductingbusinessincludeleadershipandits
impact on employees, managing work-life balance, managing communi-
cationthatisself-promotingversusmodest,managingorientationsthatare
task versus relationship focused, managing millenials’ perceptions which
can deviate from others in their culture, managing sexual harassment,
managing expectations for participation, consultation, and feedback,
managing superior-subordinate relationships, managing petty tyranny and
paternalism, and promoting innovation. Characteristics of business that
arise and that relate to organizational context issues are also addressed in
v
vi PREFACE
this book; particularly, the areas referred to as formalization, teamwork,
corruption,organizationalrituals,coopetition,Confuciandynamism,anda
Protestant work ethic.
Overall,thebreadthofthediscussiononfaceworkanditsrelationshipto
business has been expanded, allowing for research efforts that can be
undertaken further in this context. Researchers of business, communica-
tionstudies,interpersonalcommunication,organizationalcommunication,
intercultural communication, management, international business, eth-
nomethodology,organizationalsociology,andorganizationalbehaviorcan
all extend their analytical explorations with reference to the themes pre-
sentedinthisbook.Ibelievethisbookprovidesnewideasandperspectives
on how saving face and facework are an important aspect of business
interactions. Future work can now proceed to investigate the new areas of
intersection presented in this book. Additionally, those conducting busi-
ness internationally can use the information disseminated in this book to
developstrategies forrelatingbetter tobusiness partnersin othercultures,
hopefully resulting in improved chances for succeeding in professional
endeavors.
Over the years I have had the opportunity to carry out a number of
cross-cultural studies and to continually examine research related to the
topic at hand. Different pieces of the material presented in this book have
been verified by a number of my own studies which have tested many
aspectsoffaceandfacework.Infact,faceandfaceworkhavealwaysbeenof
prime importance in my work because without upholding the dignity of
others,relationshipsfrequentlydissolve.Theoppositeistrueaswell,when
endowing upon someone respect, relationships have a basis to thrive.
I have, therefore, spent some time emphasizing this issue.
I am very grateful to Becky Rubin who first encouraged me to explore
the study of facework when I was a student at Kent State University.
Presently, I would like to thank my colleague Elisabeth Gareis for her
mentoring and continual support and encouragement throughout the
processIhaveexperiencedinwritingthisbook.Manythanksgoouttomy
colleagues at Baruch College—CUNY for awarding me a semester off
which enabled me to have the time and opportunity to finish writing this
book.
I would also like to thank Marcus Ballenger, commissioning editor for
this book, for his invaluable assistance in the preparation for this manu-
script as well as for providing me with support and material vital to the
PREFACE vii
completionofthisbook.OtherthanksareextendedtoJazmineRoblesfor
taking special care in aiding and serving as my editorial assistant.
Furthermostsignificantly,Iamdeeplybeholdentomyhusband,David,
forencouragingmeandformanagingto“getalong”patientlythroughout
this book effort.
Finally, I would like to dedicate this book to my mother. My mother
modeledhowtoavoidconflicts,usesilenceeffectively,andallowothersto
gain face. She also quietly managed to encourage her two daughters to
pursue academic careers despite the obstacles before them.
New York, USA Rebecca S. Merkin
C
ONTENTS
1 Introduction 1
2 Principles of Saving Face 21
3 Culture and Face Enactment 33
4 Individualism-Collectivism and Saving Face 81
5 Individualism-Collectivism Applied to Direct
Versus Indirect Facework 119
6 Masculinity-Femininity Applied to Cooperative
and Competitive Facework 137
7 Power Distance, Receiver Facework, Innovation,
and Superior-Subordinate Relationships 165
8 Uncertainty Avoidance, Face-Saving,
and Organizations 197
9 Long/Short-Term Orientation, Facework,
and Organizational Relationships 229
ix
x CONTENTS
10 Overview and Facework Model Application
for the Cross-Cultural Workplace 261
Index 277
L F
IST OF IGURES
Fig. 3.1 Facework model 46
Fig. 6.1 Facework model: individualism/collectivism,
masculinity/femininity, andfacework 154
Fig. 8.1 Facework model: receiverfacework:power distance
anduncertainty avoidance 200
Fig. 9.1 Facework model: shorttermand longterm
orientation 246
Fig. 10.1 Facework model: culturaldimensionsand facework 271
xi