Global Business Cultural Analysis - France - Research Paper Example

 Globalization has increased the demand for individuals who can administer competently in a foreign setting or environment. In times gone by, multinational firms have been overwhelmed by the dilemma of untimely return of expatriate managers because of their failure to adapt to the way of life of the host country. However, recently, firms that are moving outside of their domestic borders into the dynamic arena of international business have been increasing in an unprecedented scale. Moreover, the requirement for individuals who can manage efficiently in a foreign environment persists to amplify (Bjorkman and Schaap 1994). Regrettably, multinational corporations have been afflicted by the chronic predicament of significant rates of premature return of expatriate managers (Baliga and Baker 1985). According to some surveys, it is estimated that more or less 50 percent of managers assigned abroad return too early from their out of the country assignment, which incurs immense costs to multinational firms (Tung 1981). I. An Overview of France 1.1 Culture Generally, culture is consists of beliefs and values acquired through the socialization process and additionally, the material objects. Culture serves as a guideline for social interactions between members of society and shapes individual perceptions and values that consequently influence a person’s stance of their environment. The concept of ‘French’ culture, in reality, implies dilemma and assumes a sequence of theories regarding the precise definition of being French. Apparently, if the American culture is illustrated as a meeting place of cultural diversity, the notion French culture has a propensity to refer solely on a particular geographical entity or to a definite historico-sociological group bordered by religion, geography, language and ethnicity (Brislin, 1981). Recently, there are efforts in France to combat the loss of regional diversity through advancing the importance of multiculturalism in the growth of a nation. This movement towards the cultural multiplicity has included reforms such as the conservation of regional languages and the decentralization of specified government tasks. However, France is confronting a hard reality in achieving this objective, which is the presence of large non-Christian immigrant communities that have co-inhabited France since the 1960s (Bjorkman & Schaaps, 1994). 1.1.1. Geography France is located in the region of Western Europe, flanking the Atlantic Ocean and English Channel situated at the border dividing Belgium and Spain, which is southeast of the UK; and adjoining the Mediterranean Sea between Italy and Spain (Bohlen, 2006). Two-thirds of France is constituted of mountains and hills such as, to name a few of the most popular, Alps, Pyrenees and Vosges ranges. The highest point in Europe is the famous Mont Blanc in the Alps. The Mediterranean coastline incorporates the remarkable tourist spot, the French Riviera (ibid). 1.1.2. Population Even though the French government has endorsed large families for over two centuries now, the country still falls short in producing adequate number of babies to forfeit its rapidly aging population. Government programs such as cash remunerations, tax temporary exemptions and sponsored child care have boosted France’s fertility rate which became the second highest in Europe. However, the nation’s aging population still poses serious threats to government budget throughout the region since the populace of workers supporting each pensioner cried off. According to some estimations, the “working age population of Europe will drop to 57 percent in 2050, from 67 percent today” (Bohlen, 2006, para 1). 1.1.3 Economy France has one of the biggest economies throughout the globe. Government intervention is present and it aims to advance investment and domestic improvement in a secure fiscal and monetary setting. The foremost priority of the French government is to create jobs so as to decrease the ever expanding high unemployment rate. France officially joined the European Union and consequently adopted the euro as its currency in 1999. From then on, monetary regulations have been laid down by the European Central Bank located in Frankfurt (Xinhua News Agency, 2008, para 3). 1.1.4. Religion France is a melting pot of religious diversity because of its secular nature. It tolerates freedom of thought and religion. The religion of a majority of French people is Roman Catholicism; however, this religion is not recognized by the state anymore as a state religion as it was prior to the 1789 Revolution and throughout a variety of, non-republican administration of the 19th century (Kastaryano, 2004). 1.1.4.1. Islam Islam is one of the emergent types of corporate ethnicity in France, which is characterized and acknowledged with respect to the time-honored principle overriding the interaction of Church and State. Islam, in France, develops as a minority religion which recently confronts a problem in its effort to integrate religious diversity into the secular orientation of the liberal French nation (ibid, para 2). 1.1.4.2. Jewish With French Jews airing grievances about an increased in anti-Semitic violence, there emerges to be a pointed elevation in the number of people and groups considering migrating to Israel. The issue of anti-Semitism presently has turned into headline news in the French media, yet a number of Jewish heads have the sentiment that Socialist-led government has yet to embark on a momentous action (Diamond, 2001). 1.1.4.3. Roman Catholic Roman Catholicism in France is commonly referred t as the ‘eldest daughter of the Church’. At the onset of the 20th century, France was principally a rural country with orthodox Catholic norms, yet after centuries then, the countryside has transformed depopulated, and the population has blended with secularism (Kastaryano, 2004). 1.1.4.4. Protestant During the colonization of France in the Second World War, a considerable number of Protestants, who escaped persecutions, became active candidly and rescuing Jews. Presently, several French Protestants, because of their history, have a special sentiment of sympathy for and inclined to support the disadvantaged in a variety of circumstances and conflicts. Protestants in France today has a population of approximately one million, or more or less 2% of the nation’s population. They are mostly found in Cevennes located in the southern region (Harris & Moran, 1991). 1.2 Communication Communication, one of the fundamental needs of human existence, can be portrayed as the transmission of information among units. Sense deficiency experiments have shown beyond uncertainty that an individual withdrawn from communication of any kind starts to turn into madness quickly. However, there are two types of communication, the verbal and the nonverbal. 1.2.1. Verbal Communication Verbal communication, or the spoken language, incorporates the use of tones and recognized subject matters of discussion. At times when the French converse to each other, they usually interrupt the speaker. This gesture may confer an implication that French are rude and disrespectful but it is important to note that the French believe conversations cease to take off (Asselin & Mastron, 1999). 1.2.2. Nonverbal Communication Frequently, the meaning of particular word is context-dictated. Humor, at times derisive, may be used express a message indirectly. For instance, the gesture ‘closed door’ means that in the French workplace there is a degree of privacy and tranquility needed, nothing more. However, it also signifies that interruptions are almost always appreciated (ibid). 1.2.3. Perceptions and Misconceptions Intercultural communication is typically the domain that is characterized by much perception and misconception because this craft requires the understanding and appreciation of cultures. For visitors in France, it is always significant to keep in mind that communication demands that both sender and recipient will interpret the other’s message unmistakably and determine the others motives and anticipations so as they can truly interact with people of divergent cultures. In avoiding misconceptions of French culture, it is noteworthy to list some of the important details of the French way of doing things such as etiquette, behaviors and ideas, etc. (Allen et al, 2006). 1.2.3. Decision- Making and Negotiations The French commonly initiates a business negotiation with a sequence of broad-spectrum considerations and statements prior to elaborating on details. For instance, they desire to discuss the general business environment, economic patterns, market circumstances and rival companies and their turnovers ahead of discussing the financial details of the revenues or profits to be established from the proposal. The wealth of background information is relevant to the French because they are hard working solvers of complicated situations and hence the requirement to be well aware of the perspective in which they are situated (Asselin & Mastron, 1999, pp. 9-10). In terms of decision making, the French are insignificantly concerned with consensus building. Individual insights and inputs are well acknowledged within an organization, yet that does not necessarily mean they will be accepted pronto in the concluding decision. Commonly, the objective of a meeting is by and large to communicate or accumulate ideas and transport some valuable communication tools to the discussion. French love to air their opinions forcefully in the middle of the clamor (ibid, p. 12). 1.2.4. Women in Business Gender relations in general are fine yet various social expectations are levied on women. France is recognized as a more feminine society than the United State which implies that the former delineates roles that are sternly set aside for men and women. Likewise, women are not anticipated to be self-assured or antagonistic but rather sympathetic and defensive (Allen et al, 2006). 1.2.5. Vertical Hierarchy France is a vertical and individualist society which put strong emphasis on improving individual status and standing out; discriminating themselves from others through competition, accomplishments and influence (Cassis, 1999). 1.2.6. Business Relationships/ Trust Building a business relationship with French can be one of the most taxing assignments that anyone can have. In France, good relationship usually motivates the business. To a certain degree, if a French person doesn’t seem to like their business client, he/she will certainly not do business with the latter. On the other hand, trust is a hard thing to earn in France. There is an initial obstruction of distrust until a person proves that he/she deserves for a deal. French culture stresses on the importance of relationships and its effect, hence French tend to immerse themselves immediately in any engagement, whether it is personal or professional. There is always a series of observation which the French find an essential activity in figuring out what to do initially before proceeding to the next step (Allen et al, 2006). 1.3. Social Structure France preserved a rigid social structure in the twenty first century, with little mobility among social groups. The contemporary structure in France began in the late 1950s and is founded on three discrete classes, namely, the influential politicians, the affluent families and the powerful business proprietors; second, are the middle-class group composed of people from white-collar jobs or professional occupations; and lastly, the lower class consists of blue-collar jobs and wherein unemployment level and low living standards are extremely usual (Asselin & Mastron, 1999). 1.4. Education The educational system of France is a unified one, whose current general configuration, which is composed of the primary, secondary and higher education was gradually positioned during the 1960s and 1970s, putting an end to the previously sorted out system which was founded on an apparent distinction between primary and secondary levels (Cassis, 1999). 2. Challenges Confronted by Entrepreneur French Locals Doing business in France poses a plethora of challenges and also prospects not only for French counterparts or foreign investors and managers but also to French entrepreneurs aspiring to set up a successful business in their homeland. 2.1. Challenges and Opportunities The initial costs of building and managing a small business in France can view the best offered plans disintegrate into dust. Hence, in an effort to curtail on the paperwork and decrease the payments involved, the government launched the auto-entrepreneur system for small businesses. This arrangement will be particularly valuable for small business as they frequently confront a high preliminary expense toward social charges prior to the actual inflow of money (Xinhua News Agency, 2008). 2.2. Local Economics and Inside French Business Local French business is commonly constituted of the figures and considerations from the generally accepted principles of the local economy, which are, starting a business, dealing with construction permits, employing workers, registering property, getting credit, protecting investors, paying taxes, trading across borders, enforcing contracts and ending a business. These are the measures of business regulations abided by the local French business structure (ibid). 2.3. The Local Business Manager Business leaders in France have since been at the highest level of the social hierarchy. For one thing, affluence, or at least great wealth was no longer the chief basis of the business leaders’ status, influence and power. Even though they belong to the upper middle classes who no longer had to bear the brunt of deference to the aristocracy, business managers were merely one elite social group among others; however, relationships at the summit could be antagonistic, and can result in temporary impediments. Moreover, French business managers have been confronted with a more extensive degree of state intervention, which has greatly affected their personal political agendas (Cassis, 1999, p. 214). 2.3.1. Culture and Decision Making French managers take a long time in their decision making process. They usually explore every alternative intellectually and virtually prior filling in the gaps or resolving conflicts. The practiced of decision making by French managers is comprehensive and not merely chronological. When they solve problems, the French managers initially attempt to comprehend the origins of the predicament; only then they can ascertain their capability to solve such problems. Moreover, French managers do not feel that they are squandering time if they are not working toward a particular objective (Asselin & Mastron, 1999). Hence, for the French managers, time is fluid. 2.4. Impact to Business Effectiveness Managers are among the most costly individuals that any organization employs and are commonly in critical positions. It appears that, there is an urgent need for further and better training programs and preparation courses in order to guarantee that French managers are capable to be as competent as possible, as immediately as possible. Within the general paradigm of the overall expenditures of a local assignment the costs of such preparation is insignificant. Cost-effective management of French managers would entail generating this valuable investment (ibid). 2.5. Empowerment and Motivation The initial step in empowerment and motivation must provide French managers with significant information about the goals, values and gains of their new assignments. It also incorporates providing information on the preparation they will be given, listening to their responses and worries, and taking action to their individual demands. The purpose of this stage is to improve trainees’ enthusiasm and preparedness in terms of cultural modification. Even though, an array of strategies may be performed to transmit important information, the overall aim is to establish an enlightening and accommodating environment at the beginning, in which trainees not merely approach successive sessions with a more enthusiastic outlook, but also enhance greater self-assurance in and dedication to succeed at their new mission (Baliga & Baker, 1985). 3. French and US Business Cultures Visiting or even working in a foreign land can be a daunting responsibility since it demands interaction with another culture. Learning how to effectively communicate verbally and nonverbally is the initial step. One also needs to be well aware of and value up to standard practices for nonverbal communications, types of written communication and other cultural point of reference. 3.1. US culture business VS. French culture business Contemporary studies of multinational managers specify the foremost reasons for failure to operate competitively in a foreign nation which include the manager’s “inability to adapt rapidly to a different culture; personality or emotional characteristics and inability to cope with the complexity of work responsibilities posed by the overseas assignment” (Katz and Seifer 1996, para 4). Significant inefficiency is more likely to occur if managers without adequate understanding and appreciation of the host country’s culture are sent on foreign assignment. Hence, it is apparent that there are stark differences and minimal similarities in behaviors and ideas of that of France and individuals or groups from the United States. 3.1.1. Collectivism and Individualism Individualism is defined as the importance of a culture assigns on ones self. On the contrary, collectivism portrays a cultures degree to which they depend on others or groups. The French are primarily individualistic in nature that can be analogous to the United States. This is validated by Hoefstede’s ranking the French with a grade of 116 which positions them 11th on the list. The United States is recently placed as the top one with a score of 200 (Allen et al, 2006, p. 2). However, the advantage of the individualistic nature of French culture is its thrusts towards economic growth. Moreover, this individualistic culture confers French with pride and patriotism. The French extremely prided themselves on their country’s rich history and their central position in the world of arts. France has consistently contributed to the destination of Europe throughout time from their participation in wars to pivotal movements such as the French Revolution. Since the period of the renaissance, France has been entrenched to the various arts of the world. The flourishing city of Paris is an audience to the remarkable edifice of the Louvre Museum which contains masterpieces from almost all of the most genius and most creative artists of the past. This then could be associated to the deep-seated nationalism, enforced distinctiveness, and freedom of choice and expression of the French people. Alternatively, the social status in the French society is evaluated on an individual’s ability to perform well for themselves and their personal achievements (ibid, p. 5). In this feature, the French closely resembles the individualistic behaviors of the Americans. 3.2. Conflicting Ideas Cross-cultural training has been established by advocates as a means of facilitating adaptation to the expatriate environment (Brislin, 1981). In fact, there is a substantial amount of literature, primarily from the United States, on the groundwork of expatriates for overseas mission yet it is generally subjective and limited (Harris & Moran, 1991). Notwithstanding the significance of expatriate positions, the towering costs linked with expatriation and the widespread and largely nonproductive running-in periods, it is still the common practice that many organizations provide no proper training for US managers sent to France. The French are normally not apprehensive of conflict and prepared to air their grievances and opinion, sometimes very straightforward and brusquely. A conflict is frequently viewed as a constructive means to bridge the gap between people and does not automatically modify the relationship between them. There are times it even paves the way to the clarity of the situation and colleagues take pleasure on a restored peace of mind. Normally, international relations are to a large extent convivial if not consistently in agreement. In a French setting, conflict is substantially indispensable, yet it is hardly ever viewed pessimistically. Americans doing business with French should keep in mind that their composure matters the most since the French are naturally hot-blooded (Asselin & Mastron, 1999). Studies of Gregersen and Black (1989) have discovered a direct correlation between the stages of adjustment to contact with host-country nationals and the expatriate’s objective to continue in the overseas assignment. Black and Gregersen (1991) uncovered social support from host-country nationals to be optimistically interrelated to the expatriate manager’s adjustment to communicating with host-country nationals. Furnham and Bochner (1986) maintain that “the evidence suggests that most sojourners lead lives that are relatively isolated from their host society. Those sojourners, who do have some intimate contact with host members seem to be more content, satisfied and successful than sojourners who have no such contact” (p. 182). Therefore, expatriate managers whose social doings comprised a greater interaction with host nationals would view the assignment more useful than those with a reduced amount of contact. Hence, conflict between US and French business culture could emanate from the inadequacy in the interaction between the two nationalities. 3.2.1. Productivity Until now, the correlation between good management and higher productivity at the cost of work-life equilibrium is still in question; or if work-life balance is an important ingredient of the management of high growth firms. Several pessimistic detractors of globalization have disputed that competition motivates French management traditions that may increase productivity but only at the expense of health and safety at work. For instance, Jacques Chirac, the former French president has emphasized that, “[Europe’s] model is the social market economy, [the] alliance of liberty and solidarity, with the public authority safeguarding the public interest, […] France will therefore never let Europe become a free-trade area. We want a political and social Europe rooted in solidarity” (Euractiv, 2005, para 2). French and US productivity is largely in contrast because of the differing performance of firms, management and work-life balance variables in the two nations (Bloom et al, 2006) 3.2.2. Cost Reduction Americans are inclined to concentrate prematurely in a discussion on the bottom line specifications of the effective process of reducing costs and increase revenues and profits from the agreement under negotiation. Americans who are accompanied to adopting a much more practical approach can discover the rational mentality of the French disturbing. Elevating profits and market share is additionally significant to the French but the grass root approach will on no account gain popularity in France as it does in the US business environment. The over emphasis on indulgence on the issue of money and profits would be perceived bad-mannered in France where elegance, and cleverness are normally placed with high regard (Asselin & Mastron, 1999). 3.2.3. Managers The ultimate question in the business world remains unanswered. Why do some firms compete productively in the global marketplace and others go down or fail to achieve an international advantage? Some analysts will argue that strategy is the solution. The frontrunners are the ones with the accurate game plans. Some argue that the path to success is to build up the appropriate corporate configuration. Whereas, others allege that confronting the challenges of global industry involves technological modernism. Yet, there are others who believe that the key to success is developing global leaders or managers. Whether those individuals accept or overlook global threats or opportunities is a duty of their experience and standpoint. Recently, several researches support this argument. For instance, current research (Carpenter, Sanders and Gregersen 2000) pinpoints that U.S. firms headed by chief executive officers (CEOs) with global experience manage better than firms whose CEOs do not have this valuable experience. Moreover, having a roster of employees with international familiarization also improves an organization’s competitive edge. Therefore, it is quite established in several studies that competent US managers are products of globalized experience. However, if contrasted to France’s perception of an effective manager, it can be assumed that France will most likely prefer their nationals, trained in their homeland, to manage firms and other business ventures. As aforementioned, France has a great affinity to be nationalistic. 3.2.4. Customer Services Obviously, customer services in France and the United States will be quite comparable because the two nations are characterized by the expansive breadth of its population which is commonly referred to as the ‘melting pot’ of various nationalities. Apparently, customer services in the two nations make available an access to a variety of languages that would addressed the communication needs of their consumers. The only difference will be on the way the personnel of the customer services in the two nations execute or perform their jobs. 3.3. Masculinity The masculinity-femininity dimension of a culture’s norms or standards refers to the degree that the culture tolerates accomplishment and forcefulness over nurturance or social advocacy. According to Hofstede’s survey, France acquired a masculinity score of -38 which is extremely lower than the US which scored 63 (Allen et al, 2006, pp. 3-4). Apparently, U.S. gives more preference to the masculine traits whereas France indicates an inclination towards feminine attributes. The French people value more behaviors such as compassion for others and the eminence of life. Whereas U.S. favors behaviors such as boldness and the acquisition of riches since commonly wealth is a symbol of how much the person has accomplished in life (ibid). 3.4. Vertical vs. Horizontal Society In this manner, Hofstede’s dimension of power distance could be used as a point of reference in analyzing the conflict between the vertical and the horizontal societies. Power distance is described by some analysts as the indifference in social status and authority and influence. This is with respect to an individual’s ascribed status such as age, gender, family history and achieved status such as wealth, education and occupations. These notions of a power difference could be best illustrated in authoritarian or nations with rigid hierarchies. The U.S. and France accumulated a score negative ninety and positive thirty-nine correspondingly (ibid, p.3). These scores show that there is more focus in an individual’s status in France than in the U.S. Hence, French have dissimilar expectations when dealing with someone from a higher or lower social status. Another implication is that, France is more probable to be classified as a horizontal society since mobility is quite restricted that the U.S. which is more lenient in terms of social mobility, thus resembling a vertical society. 3. Implications for U.S. Businesses that Wish to Operate in France For American entrepreneurs or managers visiting France, it is crucial to be agreeable, efficient and finely trained, yet this alone might not achieve the outcomes they would otherwise in U.S. The moment Americans realized the significance of relationships and functioning in the system of France, the former will gradually agree that the time and effort spent in building rapport to the host country are well expended. It is better to perform the necessary activities at the beginning than resolving damages later on. 4.1. Communication Formality is a consistent fundamental aspect of social and professional existence in France. French people differentiate between their family, affiliates and close working associations, which they address with casually and other distant relationships with an indifferent or cold greetings. Moreover, French mothers remind their children to walk straight and prevent dragging their feet lousily. French posture and body orientation may seem to be rigid and constricted to Americans, whereas Americans’ casual bearing and body movements appear slack and boorish to the French (Allen et al, 2006). 4.1.1. Verbal/Nonverbal Communication Another point that fashions tension between Americans and French is miscommunication. As Americans travel to France they would like better if Americans will speak in the French language. However, in ordinary conversation, it is tolerable to speak in English since it is a second language to many French people. This is moderately comparable to the U.S., apart from that Americans require everyone who visits their homeland to speak English at all times. Miscommunication can also originate from translations or the lack of it. For instance, ‘original’ in English is the origin of something whilst in French the denotation of ‘original’ is ‘he is a queer duck; he is a strange fellow’ (Seymour & Kurz, 1953, p. 113). Moreover, a number of body language, such as facial expressions, hand gestures or postures, may appear devoid of significant meaning to an individual yet be extremely offensive to others from a dissimilar culture. A relevant difference to be constantly aware of is that the American gesture for ‘OK’ as ‘zero’ or ‘nothing’ in France. This varying interpretation could be a primary cause for miscommunication between French and an American. Furthermore, snapping the fingers of both hands has a rude meaning for the French (Axtell, 1985, 45). 4.1.2. Meetings/Negotiations For a business meeting conducted over lunch or dinner in a fancy restaurant, the person who invites the others shoulders all the expenses as subtly as possible. Coffee is by no means drunk with a meal but comes later. An American dining with a French business client should drink a bottle of water if the former is not drinking wine (Asselin & Mastron, 1999). In terms of business negotiations, the French do not commonly accept either into the concept of a level playing field. The individual or the organization that has a prevalent position or possess relevant information or knowledge might as well take the opportunity. With respect to business ethics and professionalism, French limitations are not as defined or written as Americans usually are. To a certain extent, they rely on the setting and the individuals they are dealing with. It is an extremely important position to remember as it might affect the end result of the negotiation (ibid). 4.2. Relationships/Networking Trust is the foundation of all good relationship in the U.S. It is the bedrock that sustains the entire relationships or social networks. However, exceptionally different things work for France. French people’s trusts are difficult to earn. French people delve much on the basis of uncertainty in establishing relationships hence they have the inclination not to involve themselves immediately in any engagement, whether it is personal or professional (Allen et al, 2006). 4.2.1. Gifts If visiting a business acquaintance, Americans may anticipate a dinner at home by the conclusion of the trip or even prior. At the minimal, there will be a combination of restaurant meals with individuals that an American will be working with, and then it is an opportunity to build relationship. If an American is invited in a French colleague’s or client’s home, it’s a better if the American will bring something for the spouse of the host. Mostly appreciated gifts are flowers or any sort of plants. Moreover, it is important to know if the host has children so gifts could also be given to them; American candies such as “Jelly Bellies, T-shirts with the name of the town or state, like Disney, or the latest kid’s and teenager’s gadgets from the U.S.” (Asselin & Mastron, 1999, p. 6). 4.2.2. Celebrations During celebrations, French hosts or hostesses do not anticipate their guests to help in the kitchen, setting up or cleaning the table, etc. If there is a problem with the food, such as allergy, one must inform immediately the host or hostess about it. People will understand the problem and it is at all times better than not trying the food at all. Moreover, accept wine in glass but be conscious that a fine host maintains his/her guests’ glass full hence drinks slowly so as to avoid too many refills (ibid). 4.3. Etiquette/Dress French women are satisfied with skirt or dress. They do not normally wear stockings or panty house during hot seasons. They usually wear a dark blue suit for board meeting or a meeting with very important personalities. Pants are only acceptable if they are appropriate with the dress code. Men must always wear a business suit at first, and, depending on the situation, take a more informal outfit for later, maybe a tweed jacket and pants will do. French people do not consistently consider it relevant to wear something exceptionally different habitually. Clothing is fairly expensive and they choose a few quality items than a lot of inexpensive ones (Allen et al, 2006). Works Cited Allen, C. (2006). Communication with France. Rhetoric in Global Age . Asselin, G. (1999). Business Customs and Practices in France. SoCoCo Intercultural Inc. . Axtell, R. (1985), Do’s and Taboos Around the World. New York: Benjamin Company, Inc. Baliga, G., and J. C. Baker (1985), "Multinational Corporate Policies for Expatriate Managers: Selection, Training, and Evaluation" Advanced Management Journal, Autumn: 31-38. Bjorkman, I. and A. Schaaps, (1994), "Outsiders in the Middle Kingdom", European Management Journal, 12(2): 147-153. Black and Gregersen, H.B., (1991), "When Yankee Comes Home: Factors Related to Expatriate and Spouse Repatriation Adjustment." Journal of International Business Studies, 22: 671-694. Blair, Chirac in Drive to Win Citizens' Support. (2005, 10 27). Euractiv . Bloom. (2006). Work-Life Balance, Management Practices & Productivity. London School of Economics . Brislin, R.W. (1981), Cross Cultural Encounters. New York: Pergamon Press. Bohlen, C. (2006, February 22). In France, Baby Boom and Bust. International Herald Tribune . Carpenter, M., Sanders, W., & Gregersen, H. (2000). International assignment experience at the top can make a bottom-line difference. Human Resource Management, 39, 277–285. Cassis, Y. (1999). Big Business: The European Experience in the Twentieth Century. Oxford: Oxford University Press. Diamond, A. (2001, December 27). Around the Jewish World: With Anti-Semitism Rising in France, More Jews Considering Emigrating. Jewish Telegraphic Agency . France's Economy Defying Global Financial Crisis: Minister. (2008, March 26). Xinhua News Agency . Furnham, A., and Bochner, S. Culture Shock: Psychological Reactions to Unfamiliar Environment. London: Routledge, 1986. Gregersen, H.B., and Black, J.S., (1989), "The Relationships of Commitment and Adjustment with Expatriate Employees' Intent to Stay." Proceedings at the Third International Conference of the Eastern Academy of Management, Hong Kong, pp. 30-34. Harris, P. R. & Moran, R. T. (1991). Managing Cultural Differences. Houston, TX: Gulf Publishing. Kastoryano, R. (2004, October 1). Religion and Incorporation: Islam in France and Germany. The International Migration Review . Resnick, S, & Kurz, D (1953). Embarrassing Moments in French. New York: Frederick Ungar Publishing Co. Seifer, D. & Katz, J. (1996), “It's a Different World out There: Planning for Expatriate Success through Selection, Pre-Departure Training and On-Site Socialization”, Human Resource Planning, Vol. 19, Issue 2. Read More