What happens when cultures cross-pollinate?
Two published studies have recently addressed the topic in different fields
Knowing and understanding each other. Breaking down barriers. Cross-pollinating cultures to make them greater. Finding shared paths. And goals to achieve together. It is all a question of approach and attitude. This is an issue that affects everyone, often taking on decisive importance in business relationships and in organisations in general. Two recently published studies address this issue from different perspectives.
Firstly, Faruk Ahmed, Anupam Saha, Abdullah At Tasrif and Joyshree Das – with their research “Cultural Intelligence and Strategic Adaptation: ‘Unpacking the Dynamics of Successful International Business Negotiations Between US and Chinese Technology Firms’ – address the topic of relationships between different cultures by looking at globalisation and successful international business negotiations: areas where success depends heavily on the negotiators. In other words, a strong ability to “navigate complex cultural and strategic landscapes” is required. The research investigates the critical role of culture and strategic adaptability in shaping the outcomes of negotiations between US and Chinese firms in the modern technology sector. Faruk Ahmed and his colleagues then explore how different cultural norms, communication styles and business practices influence negotiation dynamics, even starting from case studies such as joint ventures and strategic partnerships between major technology companies in both countries. Their findings suggest that negotiators who demonstrate a high level of strategic and behavioural culture, coupled with a high degree of strategic flexibility, are better able to reach sustainable and mutually beneficial agreements. The key is to learn about each other in order to understand each other.
Secondly, Alina Omirzak explores another area of intercultural relations with her research project, ‘Exploring approaches to improving communication and engagement of job seekers from different cultural contexts’. This study focuses on the process of selecting and engaging candidates from various cultural backgrounds within companies. The research analyses the main barriers and challenges that arise during interaction between people of different cultural backgrounds, as well as modern approaches and effective methods for overcoming these barriers. She also examines some practical examples of international companies that have successfully adopted a multicultural approach. Even in this area, the ability to overcome barriers and ‘cross-pollinate individual cultures’ appears to be crucial.
Cultural Intelligence and Strategic Adaptation: Unpacking the Dynamics
of Successful International Business Negotiations Between U.S. and
Chinese Technology Firms
Faruk Ahmed, Anupam Saha, Abdullah At Tasrif, Joyshree Das
Pacific Journal of Business Innovation and Strategy, Vol. 2, Issue 3, 2025
Alina Omirzak, University Admissions Expert Almaty, Kazakhstan
Journal of Multidisciplinary Research, Volume 3, Issue 6, June – 2025
Two published studies have recently addressed the topic in different fields
Knowing and understanding each other. Breaking down barriers. Cross-pollinating cultures to make them greater. Finding shared paths. And goals to achieve together. It is all a question of approach and attitude. This is an issue that affects everyone, often taking on decisive importance in business relationships and in organisations in general. Two recently published studies address this issue from different perspectives.
Firstly, Faruk Ahmed, Anupam Saha, Abdullah At Tasrif and Joyshree Das – with their research “Cultural Intelligence and Strategic Adaptation: ‘Unpacking the Dynamics of Successful International Business Negotiations Between US and Chinese Technology Firms’ – address the topic of relationships between different cultures by looking at globalisation and successful international business negotiations: areas where success depends heavily on the negotiators. In other words, a strong ability to “navigate complex cultural and strategic landscapes” is required. The research investigates the critical role of culture and strategic adaptability in shaping the outcomes of negotiations between US and Chinese firms in the modern technology sector. Faruk Ahmed and his colleagues then explore how different cultural norms, communication styles and business practices influence negotiation dynamics, even starting from case studies such as joint ventures and strategic partnerships between major technology companies in both countries. Their findings suggest that negotiators who demonstrate a high level of strategic and behavioural culture, coupled with a high degree of strategic flexibility, are better able to reach sustainable and mutually beneficial agreements. The key is to learn about each other in order to understand each other.
Secondly, Alina Omirzak explores another area of intercultural relations with her research project, ‘Exploring approaches to improving communication and engagement of job seekers from different cultural contexts’. This study focuses on the process of selecting and engaging candidates from various cultural backgrounds within companies. The research analyses the main barriers and challenges that arise during interaction between people of different cultural backgrounds, as well as modern approaches and effective methods for overcoming these barriers. She also examines some practical examples of international companies that have successfully adopted a multicultural approach. Even in this area, the ability to overcome barriers and ‘cross-pollinate individual cultures’ appears to be crucial.
Cultural Intelligence and Strategic Adaptation: Unpacking the Dynamics
of Successful International Business Negotiations Between U.S. and
Chinese Technology Firms
Faruk Ahmed, Anupam Saha, Abdullah At Tasrif, Joyshree Das
Pacific Journal of Business Innovation and Strategy, Vol. 2, Issue 3, 2025
Alina Omirzak, University Admissions Expert Almaty, Kazakhstan
Journal of Multidisciplinary Research, Volume 3, Issue 6, June – 2025