The Cultural Environment

Facing Business
 Case: Parris-Rogers International (PRI)
Saudi Arabia is a land of contrasts and paradoxes. In some cases,
legal barriers to some products, such as to alchoholic beverage and
pork products, have created favors for other products.
The emerging lack of understanding between the Arab states and
PRI (Prime Resources International) and PRI’s lack of adjustment led
to its failure to adapt to a different culture.
Approach: moving aggressively, having undivided attention of
potential clients, and restricting most conversations to the specifics
of the business transaction.
• Angela Clark, compromises with Arab customs.
• Middle East is going through a period of substantial economic
and social transformation.
 The Concept Of Culture
Culrure consists of specific learned norms
based on attitudes, values and beliefs of a
group of people or a society.
A system of values and norms shared among a
group of people and, when taken together,
constitute a design for living.
An International company must be sensitive to
the cultural differences in order to predict and
control its relationships and operations.
 Different Definitions
Two different definitions of culture that have gained
wide acceptance are quoted below:
1. “Culture is the collective programming of the mind
which distinguishes the members of one group/
category of people from another.” (Hofstede, 1994)
2.“Culture is a fuzzy set of basic assumptions and
values, orientations to life, beliefs, policies, procedures
and behavioral conventions that are shared by a group
of people, and that influence (but do not determine)
each member’s behavior and his/her interpretations of
the ‘meaning’ of other people’s behavior.” (Spencer,
2008)
An important feature of culture is that it is learnt and not
inherited.
According to British anthropologist Edward Taylor,
“Culture is that complex whole which includes
knowledge, belief, art, morals, law, custom and any
other capabilities and habits acquired by man as. a
member of society”.
According to Phatak, Bhagat, and Kashlak, “Culture is a
concept that has been used in several social science
disciplines to explain variations in human thought
processes in different parts of the world.” ‘
According to J.P. Lederach, “Culture is the shared
knowledge and schemes created by a set of people for
perceiving, interpreting, expressing, and responding to
the social realities around them”.
According to R. Linton, “A culture is a configuration of
learned behaviors and results of behavior whose
component elements are shared and transmitted by the
members of a particular society”.
According to H.T. Mazumdar, “Culture is the sum
total of human achievements, material as well as
non-material, capable of transmission,
sociologically, i.e., by tradition and communication,
vertically as well as horizontally”.
Actually, culture is defined as the shared patterns of
behaviors and interactions, cognitive constructs,
and effective understanding that are learned through
a process of, socialization. These shared patterns
identify the members of a culture group while also
distinguishing those of another group.
 Cultural Factors Affecting International Business
1. Cultural Awarness: Although people agree that cross-
cultural differences do exist, they often disagree on their
impact. Are they widespread or exceptional? Are they deep-
seated or superficial? Are they easily discerned or difficult
to perceive? Nonetheless, firms must develop awareness
about those cultures in which they operate. However, the
amount of effort needed to do this depends on the
similarities between or among countries and the types of
business operations undertaken.
2. Identification and Dynamics of Culture:
Cultures consist of people who share attitudes, values and
beliefs. Cultures are dynamic; they evolve over time.
A. The Nation as a Point of Reference: Similarity among
people is both a cause and an effect of national boundaries;
in addition, laws apply primarily along national lines.
National identity is perpetuated through the rites and
symbols of a country and a common perception of history.
At the same time, various subcultures and ethnic groups may
transcend national boundaries. In some instances, similarities
may link groups across different nations more closely than
certain groups within a nation.
B. Cultural Formation and Dynamics: Culture is transmitted
in a variety of ways, but by age 10 most children have their basic
value systems firmly in place. Nonetheless, individual and
societal values and customs often evolve in response to changing
economic and social realities. Change brought about by
imposition is known as cultural imperialism. The introduction of
certain elements of an outside culture may be referred to
as creolization, indigenization, or cultural diffusion.
C. Language as a Cultural Stabilizer: While a common
language within a country serves as a unifying force, language
diversity may undermine a firm’s ability to conduct business on a
national level. Isolation from other groups, especially because of
language, tends to stabilize cultures. Some countries see
language as such an integral part of their cultures that they
attempt to regulate the use or inclusion of foreign words.
D. Religion as a Cultural Stabilizer: Religion can be a strong
shaper of values and beliefs and is a major source of both
cultural imperatives and taboos. Still in all, not all nations that
practice the same basic religion place identical constraints on
business. Historically, violence among religious groups has
disrupted local and international business activities in both home
and host country firms.
3. BEHAVIORAL PRACTICES AFFECTING BUSINESS:
Attitudes and values affect all dimensions of business activities,
from what products to sell to how to organize, finance, manage
and control operations.
A. Social Stratification Systems: People fall into social
stratification systems according to group memberships that in
turn determine a person’s degree of access to economic
resources, prestige, social relations and power. Ascribed group
memberships are defined at birth and are based on characteristics
such as gender, family, age, caste and ethnic, racial, or national
origin. Acquired group memberships are based on one’s choice
of affiliations, such as political party, religion and professional
organizations. Social stratification affects both business strategy
and operational practices.
a. Role of Competence. Some nations base a person’s eligibility for
jobs and promotions primarily on competence, but in others,
competence is of secondary importance. In more egalitarian societies,
group membership is less important, but in more closed societies,
group membership may dictate one’s access to education, employment,
etc.
b. Gender-based Groups. There are strong country-specific
differences in attitudes toward males and females, as well as vast
differences in the types of jobs regarded as male or female.
Nonetheless, barriers to employment based on gender are easing in
many parts of the world.
c. Age-based Groups. Many cultures assume age and wisdom are
correlated; thus, they usually have a seniority-based system of
advancement. In others, there is an emphasis on youth, particularly in
the realm of marketing. All in all, age represents a complex, dynamic
issue.
d. Family-based Groups. In societies where there is low trust outside
the family (e.g., China and southern Italy), small family-run companies
are generally more successful than large firms. However, this may
impede the economic development of the country if large-scale
operations are necessary to compete globally.
e. Occupation: In every society certain occupations are perceived
as having greater economic and social prestige than others.
Although some perceptions are universal, there are significant
national and cultural attitudes about the desirability of specific
occupations as well as the desire to work as an entrepreneur
rather than as an organizational employee.
B. Motivation: Employees who are motivated to work long and
hard are generally more productive than those who are not. On an
aggregate basis, this will have a positive effect on economic
development and national competitiveness.
i. Materialism and Leisure: People are motivated to work for
various reasons, including the desire for achievement. In some
societies, people desire less leisure time than others. In 1904
sociologist Max Weber claimed that predominantly Protestant
Western economies were the most economically developed
because of the emphasis on hard work and investment. Weber
identified this view of work as a path to salvation as
the Protestant ethic. In rural India, however, where minimal
material achievement is a desirable end, added productivity will
likely be taken in the form of leisure, rather than income.
ii. Expectation of Success and Reward: Although the same tasks
performed in different countries will have different probabilities of
success as well as different rewards for success and different
consequences for failure, people will usually work harder at any task
when the reward for success is greater than the consequence of failure.
The greatest enthusiasm for work exists when high uncertainty of
success is combined with the likelihood of a very positive reward for
success and little or none for failure.
iii. Masculinity Index: Hofstede’s study of employees from 50
countries defined a high masculinity index as describing someone
who holds the belief that it is better to live to work than to work to
live. However, such attitudes, as well as a preference for promotion
and profitability over quality of life and environment, are not shared
by all. Those differences of opinion present major challenges for
international managers.
iv. Need Hierarchy: Maslow’s hierarchy of needs states that people
will try to fulfill lower-order physiological needs before satisfying (in
order) their security, social, esteem and self-actualization needs.
People from different countries attach different degrees of importance
to needs and may even rank some of the higher-order needs
differently.
C. Relationship Preferences: In social stratification systems, not
everyone within a given reference group is necessarily an equal. In
addition, there may be strong or weak pressures for conformity within
one’s group. Both of these differences influence management style and
marketing behavior.
i. Power Distance: Power distance describes the relationship between
superiors and subordinates. When power distance is high, the
management style is generally distant, i.e., autocratic or paternalistic;
when it is low, managers tend to interact with and consult subordinates
as part of the decision-making process. [For example, Malaysians
typically exhibit high power distance, while Austrians typically exhibit
low power distance.]
ii. Individualism vs. Collectivism: Nationalities differ as to whether
they prefer an autocratic or a consultative working relationship, whether
they want set rules and how much they compete or cooperate with
fellow workers. Individualism is the trait that indicates a person’s
desire for personal freedom, time and challenge and one’s low
dependence on the organization; self-actualization is a prime motivator.
On the other hand, collectivism indicates a person’s desire for training,
collaboration and shared rewards, i.e., one’s high dependence on and
allegiance to the organization. [For example, Americans tend to be
individualistic, while the Japanese tend to be collectivist.]
D. Risk-taking Behavior: Nationalities differ in their attitudes
toward risk-taking. Uncertainty avoidance, trust and fatalism are
examined here.
a. Uncertainty Avoidance. Uncertainty avoidance describes
one’s acceptance of risk. When the score is high, people need
precise directions and long-term assurances; when the score is
low, people are willing to accept the risk of trying new products
or moving to new jobs. [For example, Greeks tend to exhibit
high uncertainty avoidance, while Swedes tend to be low on the
scale.]
b. Trust: Trust represents one’s belief in the reliability and
honesty of another. Where trust is high, there tends to be a lower
cost of doing business. [For example, Norwegians tend to exhibit
a high degree of trust, whereas Brazilians tend to be skeptical.]
c. Fatalism: Fatalism represents the belief that events are
predestined. Such a belief may discourage people from working
hard to achieve an outcome or accepting responsibility. [Muslim
societies, for example, tend to be fatalistic.]
E. Information and Task Processing: People from different
cultures obtain, perceive, and process information in different
ways; thus, they may also reach different conclusions.
i. Perception of Cues: People identify things by means of their senses
in various ways with each sense. The particular cues used vary both
for physiological and cultural reasons. [For example, the richer and
more precise a language, the better one’s ability to express subtleties.]
ii. Obtaining Information: Language represents a culture’s means of
communication. In a low-context culture, people rely on first-hand
information that bears directly on a decision or situation; people say
what they mean and mean what they say. In a high-context
culture, people also rely on peripheral information and infer meaning
from things communicated indirectly; relationships are very important.
[For example, while Germany is considered to be a low-context
culture, Saudi Arabia is considered to be a high-context culture.]
iii. Information Processing. All cultures categorize, plan and
quantify, but the ordering and classification systems they use often
vary. In monochronic cultures (e.g., northern Europeans) people
prefer to work sequentially, but in polychronic cultures (e.g., southern
European) people are more comfortable working on multiple tasks at
one time. Likewise, in some cultures people focus first on the whole
and then on the parts; similarly, in idealistic cultures people will
determine principles before they attempt to resolve issues, but
in pragmatic cultures they will focus more on details than principles
4. STRATEGIES FOR DEALING WITH CULTURAL
DIFFERENCES:
A. Making Little or No Adjustment: Some countries are relatively
similar to one another because they share the same language, religion,
geographical location, ethnicity and/or level of economic
development. If products and operations do not run counter to deep-
seated attitudes, or if the host country is willing to accept foreign
customs as a trade-off for other advantages, significant adjustments
may not be required. Generally, a company should expect to have to
consider fewer adjustments when moving within a culturally similar
cluster than when it moves from one distinct cultural cluster to
another.
B. Communications: Problems in communications may arise when
moving from one country to another, even though both countries share
the same official language, as well as when moving from one language
to another.
i. Spoken and Written Language. Translating one language into
another can be very difficult because (a) some words do translate
directly, (b) the common meaning of words is constantly evolving, (c)
words may mean different things in different contexts and (d) a slight
misuse of vocabulary or word placement may change meanings
substantially. Poor translations may have tragic consequences.
ii. Silent Language: Silent language incorporates the wide variety of
nonverbal cues through which messages are sent—intentionally or
unintentionally. Color associations, the distance between people
during conversations, the perception of time and punctuality, a
person’s perceived status and kinesics (body language) are all
significant. Misunderstandings in any of these areas can have a very
negative impact.
C. Culture Shock: Culture shock represents the trauma one
experiences in a new and different culture because of having to learn
to cope with a vast array of new cues and expectations. Reverse
culture shock occurs when people return home, having accepted the
culture encountered abroad and discovering that things at home have
changed during their absence.
D. Company and Management Orientations: Whether and to what
extent a firm and its managers adapt to foreign cultures depends not
only on the conditions within those cultures but also on the policies of
the company and the attitudes of its managers.
a. Polycentrism: Polycentrism represents a managerial approach in
which foreign operations are granted a significant degree of autonomy
in order to be responsive to the uniqueness of local cultures and other
conditions.
b. Ethnocentrism: Ethnocentrism represents a belief that one’s own
culture is superior to others, and that what works at home should work
abroad. Excessive ethnocentrism may lead to costly business failures.
c. Geocentrism: Geocentrism represents a managerial approach in
which foreign operations are based on an informed knowledge of both
home and host country needs, capabilities and constraints.
E. Strategies for Instituting Change: Companies may need to transfer
new products and/or operating methods from one country to another in
order to gain or maintain a competitive advantage. To maximize the
potential benefits of their foreign presence, firms need to treat learning
as a two-way process and transfer knowledge from host countries back
home as well as from home to host countries.
i. Value System: The more change upsets important values, the more
resistance it will encounter. Accommodation is much more likely when
changes do not interfere with deep-seated customs.
ii. Cost Benefit of Change: Some adjustments to foreign cultures are
costly to undertake, but their benefits are only marginal. The expected
cost-benefit of any change must be carefully considered.
iii. Resistance to Too Much Change: Resistance to change may be
reduced if only a few demands are made at one time; additional changes
may be phased in incrementally.
iv. Participation: A proposed change should be discussed
with stakeholders in advance in order to ease their fears of
adverse consequences—and hopefully gain their support.
v. Reward Sharing: A company may choose to provide
benefits for all the stakeholders affected by a proposed
change in order to gain support for it.
vi. Opinion Leaders: Characteristics of opinion leaders
often vary by country. By discovering the local channels of
influence, an international firm may seek the support of
opinion leaders to help speed the acceptance of change.
vii. Timing: Many good business changes fail because they
are ill-timed. Attitudes and needs change slowly, but a crisis
may stimulate the acceptance of change.
viii. Learning Abroad: The essence for undertaking
transnational practices is to capitalize on diverse capabilities
by transferring learning among all the countries in which a
firm operates.
Components of Culture

Aesthetics
Physical Values &
environments attitudes

Manners &
Education Culture customs

Personal
communication Social structure
Religion
01. Aesthetics
Music
Painting
Dance
Drama
Architecture
 02. Values and Attitudes

Values Attitudes
The Ideas, beliefs and Positive or negative
evaluations, feelings and
customs to which people tendencies people hold
are emotionally attached toward objects or concepts

• Freedom • Time
• Responsibility • Work
• Honesty • Cultural change
 03. Manners and Customs

Manners Customs
Appropriate behavior, Traditional ways or
speech and dressing behavior in specific
in general circumstances
04. Social Structure

Social structure
Culture’s groups, institutions, social
positions and resource distribution

Social stratification
Process of ranking people into social layers

Social mobility
Ease of moving up or down a culture's
"social ladder"
 05.World Religions

Islam
Christianity
Judaism Origin of
Hinduism Human Values

Buddhism
Confucianism
 Main Religions
1. Islam: Islam is the youngest of the fi ve world religions
considered in this paper. At the core of Islam is Prophet
Mohammed (570-632) who is at the origin of the Koran, the
main text of the Islamic religion. Prophet Mohammed grew
up in a family of traders. Still young, he also became an
important trader with considerable economic and political
power. After his rise to power, he turned toward religious
issues and his thinking was later written down in the Koran.
His previous experience in trading and in the mechanisms of
economic transactions are reflected in the Koran, which gives
very explicit guidelines for economic behavior. With over
1400 of 6226 verses referring to economic issues, the Koran
is much more concerned about economic life than the Bible
(Wilson 1997).
For many aspects of daily life the Koran provides very
specific and practical guidance. Enacted in the Shariah, the
Islamic religious law, these rules are applied in all countries
where the Shariah law is the ultimate legal authority. In
Muslim countries that have adopted secular laws many
believers still adhere to the Shariah. Concerning trade, the
Islamic view differs substantially from the Christian one.
Whereas for Christians trade is a necessity that does not add
value to the commodity traded, in Islam trading is considered
as important as producing. It is argued that without the
exchange of goods, production would be worth much less.
This trade favoring position is pronounced explicitly in
several passages of the Koran. Sura 4:29 warns to keep
exclusive control over personal property and postulates “let
there be amongst you traffic and trade by mutual goodwill.”
2. Judaism: Judaism is one of the oldest world religions and
has its origin in the Middle East. Experts estimate that the
earliest date from which Judaism was developed as a religion
was 538 BC upon the return of Israelites from exile in Babylon
(Hutter 2005). At the core of Judaism is the Torah, which sets
out Jewish law and consists of five books. In Jewish life
conducting business and trade has always played a very
prominent role. One reason might be that the Jewish
community, since its beginnings, was surrounded by neighbors
with different beliefs. The Torah therefore provides guidance on
how to conduct business with non-Jews. Even though the Jews
considered themselves as the chosen people, it did not impede
normal commercial relations with people of other beliefs. It is
reported that Jewish tribes of ancient Israel had intensive trade
relations with their neighbors (Wilson 1997).
3. Christianity: On the Influence of World Religions on
International Trade 215 During its 2000 year old history
Christianity has become the religion with the most numerous
adherents worldwide. Christian beliefs are all based on the Bible
containing the Old and New Testament. Even though some
Christian beliefs put emphasis on the Old Testament, the New
Testament is the primary source determining Christian thinking.
Concerning economic issues, the New Testament differs
substantially from the Old Testament. One of the authors of the
New Testament underscores the obligation of the rich toward the
poor. The New Testament stresses several times the material
necessity of life, but also encourages the wise use of resources.
God is seen not only as the creator of the spiritual, but also the
material, world. God has given people control over resources and
people are obliged to use them to the best of their abilities. The
material means need to be produced, protected, and sustained
(Wilson 1997).
4. Hinduism: Hinduism is a religion that is based in India
where it developed in the 1st millennium BC. Hinduism is a
polytheistic religion that was highly influential in the
development of Indian culture. Hinduism is based on sacred
scriptures called Veddas which were written by several
authors, the Rishis. In the Veddas are found important
concepts of economics such as production, exchange, wages,
interest, rent, profit, and the market. Hinduism proclaims
four legitimate aims of life: dharma, artha, khama, and
moksha. These translate roughly into righteousness,
economic wellbeing, pleasure, and salvation. Every Hindu is
free to pursue these aims as long as he or she also fulfills his
or her dharma. The dharma is comparable to the Ten
Commandments and offers guidance for the religious as well
as social life. It is important to notice that the dharma
changes from caste to caste and also during an individual’s
life. The dharma gives everyone the right to pursue
economic gains and therefore every individual is also
capable of achieving economic well-being.
5. Buddhism: Buddhism is a religion founded in India
around 525 BC by Siddhartha Gautama, called the Buddha.
It spread from India along the commercial roads, most
importantly the Silk Road, to China, Mongolia, Korea and
Japan. Today, Buddhism counts over 400 million adherents
worldwide and is divided into two main schools: the
Theravada in Sri Lanka and South East Asia, and the
Mahayana in China, Mongolia, Korea, and Japan. Buddhism
is a flexible system of belief. It can easily be adapted to
country- specific customs and therefore today we find many
different types of Buddhism. Buddhism is also a tolerant
belief concerning other religions. It agrees with the moral
teachings of other religions and calls for inter-religious
collaboration to alleviate the suffering of humans (Brodbeck
2002). Buddhism does not include explicit guidelines for
economic behavior. However, the social ethic of Buddha
touches several times on economic issues. For example,
Buddha did not allow the monks and nuns to take money as
donation.
All donations have to be given in kind and the donors
receive religious instruction in exchange. In his
context, he also calls for direct economic relations
between men, without the intermediation of money.
The total number of economic relations should also
be limited. Only if men are able to keep track of their
economic relations is the stability of the whole
system guaranteed (Brodbeck 2002). An important
principle of Buddhism is the principle of
interdependence. Life should be perceived as an
inextricable web in which nothing can claim separate
or static existence. Humans form an integral part of
this system, but are not supposed to dominate nature
(unlike the claims of Christianity). The resources
should therefore be used according to the principles
of sustainability and provision of all species.
 6. Personal Communication
Communication plays a major role in all facets of an individual’s life.
Everyday interactions with family, friends and colleagues will either
benefit from effective communication or will be difficult from
unsuccessful communication. Skills commonly associated with
effectively communicating can be learned by understanding the
principles and misconceptions in effective interpersonal
communications and knowing the barriers to effective interpersonal
interactions. Also, one must be able to assess their personal
communications and improve their communication competencies. By
accomplishing these tasks and constantly searching for ways to
improve one can become an effective communicator.
•To understand interpersonal communication it is imperative to
understand that it is constantly changing and should be adjusted for the
audience. In effective interpersonal communication a sender and
receiver in a given setting must relay messages through different
channels while attempting to minimize noise. Thusly, to be an
effective communicator one must understand the principles and
misconceptions associated with interpersonal communication (Weaver,
2007, p 14).
•One on one communication is the most basic form of interpersonal
 07. Education
Cultures pass on traditions, customs, and values
through schooling, parenting, group memberships, etc.

Education level
Well-educated attracts high-paying jobs, while
poorly educated attracts low-paying manufacturing
jobs

Brain drain
Departure of highly educated people from one
profession, geographic region or nation to another
08. Physical and Material Culture
These influence a culture’s
development and pace of change
Topography
Physical features characterizing
the surface of a geographic region

Climate
Weather conditions of a geographic region

Material Culture
Technology used to manufacture
goods and provide services
 Ethics
Ethics refers to a system of moral principles- a sense of right
& wrong, goodness & badness of actions, and their motives
& consequences. Business ethics refers to the application of
ethics to business. To be more specific, business ethics is the
study of good & bad, right & wrong, and just & unjust
actions of business.
Sources of Business Ethics
(1) Religion
(2) Cultural Experience
(3) The legal system
Why Ethic is Important?
(1) Ethics corresponds to basic human needs
(2) Values create credibility with the public
(3) Values gives management credibility with employees
(4) Values help better Decision – making
(5) Ethics & profits
(6) Law can’t protect society, Ethics can
 Corporate Social Responsibility
Corporate Social Responsibilities (CSR) is
understood as the obligation of decision-
makers to take actions that protect & improve
the welfare of the society as a whole along
with their own interests. Every decision the
business person makes & every action he or
she contemplates has social implications.
Whether the issue is significant or not, the
manager should keep his or her social
obligation in mind before contemplating any
action. People, planet and profit (PPP) are the
considerable factors in CSR.
Arguments For CSR
1) Changed public Expectations of business
2) Better environment for business
3) Balance of responsibility with power
4) Business has the resources
5) Prevention is better than cure
6) Moral responsibility
7) Globalization
8) Better employees
Arguments Against CSR
1) Profit maximization
2) Society has to pay the cost
3) Lack of social skills
4) Business has enough power
5) Social overhead cost
6) Lack of accountability
7) Lack of broad support
 Corporate Social Responsibilities &
Ethics in International Business
Corporate Social Responsibilities & International
Business
An international business faces several challenges while
undertaking social actions. These are as follows:
1) managing the type of the government obtaining in a host
country where subsidiary of an MNC is located
2) Relationship between home & host country
3) Host government’s attitude towards Foreign investment
4) Social problems of host country
5) International laws is weak in addressing social effects on
business
Two ethical issues are important in international business.
(1) Bribery & Corruption
(2) Work practices & worker remuneration
Areas of Corporate Social Responsibilities &
Business ethics concerns for the MNC
1. Stakeholders Affected Ethical/ Social
Responsibility Issues
2. Customers Product safety, fair price, proper
disclosures & information
3. Stockholders Fair return on Investment
4. Employees Fair wages, safety of working
conditions, child labour, Discrimination by sex,
race colour, or creed
5. Host- country Impact on local economies,
following local laws, impact on local social
institutions
6. Society in General Environmental protection,
raw material depletion
 MNC’s Code of Conduct
The main points which should be
concerned by MNC is as follows:
1) Respect basic human rights &
freedoms
2) Minimize any negative impact on
local economies policies
3) Maintain high Standards of local
political involvement
4) Transfer technology
5) Protect the environment
6) Consumer protection
7) Employment practices
 Preparation
1. What is meant by culture?
2. Discuss different components of culture that affect the
international business.
3. What are the cultural factors affecting international
business?
4. Explain different types of strategies for dealing with
cultural differences for managing international Business.
5. What are the behavioral practices affecting business?
6. What is meant by Ethics?
7. Write down the sources and importances of ethics.
8. Define CSR and what are the arguments against and in
favor of CSR?
9. Write about corporate social responsibilities & ethics in
international business?