TY  - JOUR
AB  - This is a case study of USA‐Japan intercultural communication, analyzing a one‐hour meeting between a US manager, a Japanese manager and a Japanese junior staff member of a US company operating in Japan. The study focuses on miscommunication caused by pragmatic transfer from Japanese, especially relating to silence, the ambiguity of “yes”, and different strategies of politeness between the US and Japanese managers. It is also discussed how both native and non‐native speakers should make their approach in order to understand each other and co‐construct the conversation in intercultural communication in an age when English is becoming a global language and could be separated from the cultures of English‐speaking countries.
VL  - 9
IS  - 4
SN  - 1356-3289
DO  - 10.1108/13563280410564066
UR  - https://doi.org/10.1108/13563280410564066
AU  - Fujio Misa
PY  - 2004
Y1  - 2004/01/01
TI  - Silence during intercultural communication: a case study
T2  - Corporate Communications: An International Journal
PB  - Emerald Group Publishing Limited
SP  - 331
EP  - 339
Y2  - 2024/04/26
ER  -