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CHAPTER 11 • GLOBAL/INTERNATIONAL ISSUES 339

5. Executives in India are used to interrupting one another. Thus, when American
executives listen without asking for clarification or posing questions, they are
viewed by Indians as not paying attention.
6. When negotiating orally with Malaysian or Japanese executives, it is appropriate
to allow periodically for a time of silence. However, no pause is needed when
negotiating in Israel.
7. Refrain from asking foreign managers questions such as “How was your weekend?”
That is intrusive to foreigners, who tend to regard their business and private lives as
totally separate. 6
Americans have more freedom to control their own fates than do the Japanese. Life in
the United States and life in Japan are very different; the United States offers more upward
mobility to its people. This is a great strength of the United States, as indicated here:

America is not like Japan and can never be. America’s strength is the opposite: It
opens its doors and brings the world’s disorder in. It tolerates social change that
would tear most other societies apart. This openness encourages Americans to adapt
as individuals rather than as a group. Americans go west to California to get a new
start; they move east to Manhattan to try to make the big time; they move to Vermont
or to a farm to get close to the soil. They break away from their parents’ religions or
values or class; they rediscover their ethnicity. They go to night school; they change
their names. 7

Worldwide Tax Rates

The lowest corporate tax rates among developed countries reside in Europe, and
European countries are lowering tax rates further to attract investment. The average
corporate tax rate among European Union countries is 26 percent, compared with 30
percent in the Asia-Pacific region and 38 percent in the United States and Japan. Ireland
and the former Soviet-bloc nations of Eastern Europe recently slashed corporate tax
rates to nearly zero, attracting substantial investment. Germany cut its corporate tax
rate from 39 percent in 2007 to just under 30 percent in 2008. Great Britain cut its
corporate tax rate to 28 percent from 30 percent. France cut its rate from 34 percent to
27 percent in 2008.
Other factors besides the corporate tax rate obviously affect companies’ decisions to
locate plants and facilities. For example, the large and affluent market and efficient infra-
structure in Germany and Britain attract companies, but the high labor costs and strict
labor laws keep other companies away.
Ralph Gomory, president of the Alfred P. Sloan Foundation and a former top execu-
tive at IBM, warns of a growing divergence between the interests of U.S. corporations
and interests of the U.S. government. Specifically, he says U.S. trade liberalization/
globalization policies for the last two decades have encouraged corporations to seek the
lowest-cost locations for their operations. The new 1,200-worker Intel semiconductor
plant in Vietnam is just one example among thousands. Gomory says the United States
must use the corporate income tax to reward companies that invest in jobs here, espe-
cially high-tech jobs, and must penalize companies that move facilities overseas. We
must make it in the self-interest of companies to invest in America, Gomory says.
Otherwise, living standards here will inevitably decline and America will severely
weaken economically. 8

Joint Ventures in India
The government of India is highly in debt, 80 percent of GDP, and is cutting expenses to
curtail spending, so the gap between rich and poor is widening further. (The U.S. federal
debt is about 65 percent of GDP.) But India’s middle class is growing, so foreign firms
continue to invest. Nissan Motor is building a factory in Chennai in conjunction with