Case Study 1_ Group 11

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Apr 3, 2024

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Christine Nguyen Vasu Sutariya Case Study #1: Saudi Arabia Critical Incident Answer ALL 5 Questions & include appropriate citations and references for each: 1. Summarize what happened in this case study. The case study presents Mr. Morley's business visit to Saudi Arabia to meet Mr. Abalkhail for a corporate training proposal. Despite presenting his corporation's training capabilities, Morley senses a lack of connection. Abalkhail, showing weariness, asks to keep the materials and requests complete documentation and a proposal, expressing hope for future business in Saudi Arabia. Describe the cultural misunderstandings in the case study. A businessman named Richard Morley travels to Riyadh for a conversation with Ahmad Abalkhail, who oversees computer training and purchasing for the Ministry of Labour. After experiencing difficulties with the operator who spoke Arabic, Morley went to Abalkhail's workplace and was greeted by air-conditioned offices. Even though Abalkhail was distracted by calls and personal concerns, he however extended hospitality. Abalkhail showed interest in Morley's computer programming plan, even though there were interruptions. At a certain point, Abalkhail became worn out and requested all the paperwork, suggesting another meeting and expressing his desire for future business dealings with Saudi Arabia. 2. Describe how Richard Morley could have handled the meeting/visit differently. Richard Morley could have approached the meeting with Mr. Abalkhail differently by first researching Saudi Arabian business culture, which values personal relationships and respectful, indirect communication. Instead of a direct hard-sell approach, Morley should have focused on building a rapport with Abalkhail, engaging in small talk, and understanding his needs and preferences. A more gradual, relationship-oriented approach, respecting local customs and business etiquette, would have been more effective. Morley could have also adapted his presentation to be less aggressive and more aligned with

Saudi business practices, perhaps incorporating stories or examples relevant to Saudi culture. Additionally, seeking advice from local consultants or colleagues with experience in the region could have provided valuable insights into the subtleties of conducting business in Saudi Arabia. 3. Describe what Richard Morley should have done before the hard-sell presentation. Before his hard-sell presentation, Richard Morley should have conducted thorough research on Saudi Arabian business culture and practices. This research could include understanding the importance of relationship-building, the nuances of communication styles, and the expectations in business meetings. Morley should have also familiarized himself with the concept of ‘face-saving’ in Middle Eastern cultures, ensuring that his interactions did not cause embarrassment or discomfort to his counterpart. Learning basic greetings and expressions in Arabic, along with local business etiquette such as dress codes and meeting protocols, would have been beneficial. Additionally, consulting with experts or colleagues experienced in Saudi Arabian business contexts, or even participating in cultural training, could have provided him with insights on how to tailor his presentation to resonate better with Saudi business norms. 4. Describe TWO concepts/frameworks have you learned so far in the course about culture that is relevant and present in this case study. Explain your answer and cite your sources. High-Context vs. Low-Context Communication: This concept, as developed by anthropologist Edward T. Hall, distinguishes between cultures based on how explicit the messages exchanged are and the importance of context in communication (Lambert, Myers, & Simons, 2000) . In high-context cultures, like Saudi Arabia, much of the communication is implicit and dependent on context, non-verbal cues, and established relationships. The interaction between Mr. Morley and Mr. Abalkhail in the case study demonstrates this, as Mr. Abalkhail's responses and behavior provide nuanced messages that might not be explicit in the conversation (Lambert, Myers, & Simons, 2000) . Power Distance: Developed as part of Hofstede's cultural dimensions theory, power distance refers to the extent to which less powerful members of organizations and institutions accept and expect that power is

distributed unequally. In cultures with high power distance, such as Saudi Arabia, hierarchy and respect for authority are emphasized. This is relevant in the case study, where the hierarchical relationship and formal respect might influence the business interaction and communication style between Mr. Morley and Mr. Abalkhail (Lambert, Myers, & Simons, 2000) . 5. Describe THREE things about conducting business in Saudi Arabia that Canadian Organizations should be aware of. Cite and Reference a different source for each. Developing Personal Connections: In Saudi Arabia, business transactions frequently rely on personal networks, and decision-making is often shaped by the strength of relationships and the trust established among the partners (Horizons, 2022) Therefore, Canadian Organizations should put more time and effort into building connections with the business partners. This is relevant in the case study where Mr. Morley is welcome to Mr. Abalkhail‘s office and their conversation includes teasing and laughter. It illustrates the importance of personal connections and emphasizes the role of relationship in Saudi Arabia business. Different Local Time and Schedule: Many companies in Canada have a workweek starting from Monday to Friday, while Saturday and Sunday are the weekend. The business days in Saudi Arabia run from Saturday to Wednesday, with Thursday and Friday being the weekend (Cultural Atlas, 2019). Canadian Organizations should notice these local schedules and keep track on their business plans. The case study mentions Mr. Abalkhail and how urgent the meeting is since there was a limited time frame on a Wednesday afternoon. It reflects the need to understand local schedules and times when doing business in Saudi Arabia. Patience and Business Negotiation: In Saudi Arabia, decision-making is a long process and might take a lot of effort, so it requires Canadian Organizations to “master the art of patience” during business negotiations (LinkedIn 2023). It highlights in the case study that despite the time constraints and meeting interruptions that Mr. Morley faced, he still tried to wait and complete the presentation. Although it did not go smoothly when Mr. Abalkhail expressed his fatigue and urgent need to leave, Morley's politeness and

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patience earned him a handshake from Mr. Abalkhail. He hopes to receive complete documentation on their products and looks forward to working with Mr.Morley in the future. References Drew, D (2022, August 17). Doing Business in Saudi Arabia: Challenges, Risks, & Culture. Horizons. https://joinhorizons.com/doing-business-in-saudi-arabia/ Lambert, J., Myers, S., & Simons, G. (n.d.). Global competence. Google Books. https://www.google.ca/books/edition/Global_Competence/ZlrUfkq5Zx4C?hl=en&gbpv=1 Nina, E (2019). Saudi Arabian Culture. Cultural Atlas. https://culturalatlas.sbs.com.au/saudi- arabian-culture/saudi-arabian-culture-business-culture Ka Ming Andre, K (2023, July 28). Navigating the Business Landscape in Saudi Arabia: A Guide for Eastern Companies, Investors, and Entrepreneurs. LinkedIn. https://www.linkedin.com/pulse/navigating-business-landscape-saudi-arabia-guide-eastern- kwok/?trk=organization_guest_main-feed-card_feed-article-content

Case Study 1_ Group 11

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