Mr. Adam Smith works as a senior executive for Corebiz Corp., a multinational company with
subsidiaries in many Asian countries. The firm believes in a marketing strategy that strongly resonates
the essence of the local culture in its implementation. The company relocates Mr. Smith to Beijing to
handle their operations in China. A few months into his stay, Mr. Smith begins to learn the ways of life
and appropriate behavior in China. When Mr. Smith was invited for tea by his colleagues, he observed
people around him and learned the right way to tap his finger and fold a napkin. He also learned that
the Chinese revere their elders and treat them with respect. Even when there is no kinship involved, an
older person should never be addressed with his/her name. Any show of disrespect, especially “name
calling,” is shunned upon by society; and the person found doing so, risks being ridiculed by everyone.
Though these learnings can sometimes be inconvenient for Mr. Smith owing to the vast cultural
difference between the United States and China, Mr. Smith thinks that it is worth all the trouble.
61. Refer to MNC Scenario. In China, any show of disrespect, especially “name calling,” is shunned upon
by society and the person found doing so, risks being ridiculed by everyone. This is an example of
cultural _____.
62. Refer to MNC Scenario. Mr. Smith learns that the Chinese revere their elders and treat them with
respect. Even when there is no kinship involved, an older person should never be addressed with
his/her name. According to the CSV dimension, China is a culture high in _____.
63. Refer to MNC Scenario. A few months into his stay, Mr. Smith begins to learn the ways of life and
appropriate behavior in China. This learning is referred to as _____.
64. Refer to MNC Scenario. When Mr. Smith was invited for tea, he observed people around him and
learned the right way to tap his finger and fold a napkin. Such kind of learning is an example of _____.