Sendut, Madsen & E’ Thong, 1989) indicate that limited language proficiencychanges the dynamics of the communication process. Both speed and accuracy areaffected. The communication process must be slowed down and simplified in order tocomplete the interchange of information between sender and receiver.Status, hierarchy, and power always affect organizational communication. In thisstudy, most of the expatriates assumed upper-level positions in the corporation. Thisadds to the lack of English language competence and the tendency to respect theauthorities’status and power, in compoundingthe communication difficulty.Consequently, information loss would always occur as information is filtered upthrough the organizational levels even though information loss is considered a widelyaccepted organizational phenomenon.Cultural difference is also a factor that affects the communication process andindividual communication styles. According to Hall (1976), individuals from differentsocieties and cultures communicate differently. He developed a comparative modelthat is directly related to interpersonal communication and that has contrasting polardimensions, namely, high-context communication versus low-context communication.In a high-context environment, more of the information lies either within the contextor within the counterparts who are parts of the interaction. Less of the meaning of amessage is provided in the coded, explicitly transmitted part of the total message. Incontrast, in low-context cultures, the verbal part of the message itself contains more ofthe information and the majority of the transmitted information is vested in explicitcodes.In a low-context Western culture, the prime responsibility lies with the sender toencode a clear and understandable message. Verbal messages are extremely importantsince people do not look in the environment for information. The messages areusually explicitly coded unless they pertain to relatively sensitive issues. Once themessage is encoded and sent, the receiver has the responsibility to ask for clarificationof the communicated message if the message is unclear. Direct feedback is an integralpart of the communication process. In contrast, in the high-context Chinese culture adifferent flow of information is created and different responsibilities between thesender and receiver are expected. In a high-context cultural environment like that ofTaiwan, the sender firstly assesses the communication environment or context andthen encodes the verbal message. Once the message is sent, the receiver also assessesthe communication environment before interpreting the meaning of words in theverbal message. The syntax, taken by itself, may be vague and indirect, especiallywhen dealing with sensitive interpersonal issues. Interlocutors instinctively receivecontextual or environmental variables as part of the message. As a result, what mightbe considered incomplete or vague becomes complete by adding the contextdimension to the communication process in high-context communication. During thecommunication process, immediate feedback and asking for clarification may notalways be an integral part of the communication process in a high-context culture.