Case Summary The case involves the challenges associated with Wal-Mart, an American retail chain, in China (Chen 2013). Primarily, cultural differences in business practices between China and the US have been a challenge to Wal-Mart’s operations in China. The company replicated its corporate culture of the low-cost, high -bulk model to a high-cost Chinese market. This aspect seems to have failed as the company has been faced with many challenges relating to labor, remunerating, and even pricing of its products (Chen 2013). That is, it emphasizes more on meeting the desires and needs of consumers and not its employees. This is different from the Chinese culture. On top of emphasizing conscientiousness to better service, the Chinese leadership, emphasizes ‘service to the people.’ Wal-Mart emphasizes ‘customer service.’ For instance, it pays its employees low salaries and does not recognize union leadership (Chen 2013). This is not welcome in China. As it has been the genesis of inequality, tensions around labor, workplace rights (Chen 2013). This system of operation has resulted in one of the labor activists called Wang Shishu led demonstrations in order to convince the management not to cut the pay of the employees. This is what led to the strike involving about 40 workers at the coastal Shenzhen branch (Chen 2013). Again, due to this demonstration, about four workers were detained and dismissed from Wal-Mart. These aspects have characterized its operations in China. Cross-Cultural Aspects Hurn and Tomalin (2013) indicated that in order to succeed in global business, it is not sufficient to just have a great idea or saleable product, one must also consider the cultural values, business practices, negotiating techniques, and behavior styles of the host nation. This brings the question as to why corporations such as Wal-Mart choose to internationalize when they know too well that they are going to encounter cultural challenges. Foreign markets are opening up great opportunities, and companies are seizing it not only to promote their brands but also to increase sales (Hofstede 2001). Because these companies have their own internal cultures that are well established, local cultures like in the case of China add some dimension to their operations, making it hard to adjust. In this case, the businesses must assess if their internal cultures are adequate to solve the challenges associated with diverse cultures (Moran, Harris & Moran 2011). Cooperative strategies The unites States strongly emphasizes masculinity and individualism (Hofstede 2001). That is, American managers rely on their own views or opinions to deliberate on what should ad what should not be done. American managers tend to keep things within and also like working alone. Furthermore, they place a lot of stress on independence, an aspect that is also enhanced by their masculine culture (Gesteland 2002). This kind of culture considers cooperation or collectivism as an indication of weakness. On the other hand, Chinese culture is so strong when it comes to feminism and collectivism. Work in the Chinese context is dependent on institutions, teams, and groups. Chinese managers reduce responsibilities and also avoid by cooperating with others. Low and High Context Cultures A useful distinction regarding this aspect is drawn by Edward hall (Hall 1979). The United States is a low cost culture and China is a high cost culture (Behfar, Kern & Brett 2006). According to Edward hall, organization must