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...Maidment (2006) argues that western Multi-National Companies (MNCs) are succeeding in China because they place little value on the role of culture when conducting business in China, but rather focus solely on business issues when conducting business. Maidment (2006) states that MNCs succeed because "they hire the best local talent, pay the highest salaries, and invest the most. They have no culture, no beliefs, and no predispositions. They are machines." It does seem that too many western businesses are too concerned with recognizing cultural differences in China, which often provide no explanation to the difference in business systems. Instead they should just focus on implementing successful business strategies in China, rather than becoming fixated on cultural differences (Harris, 2006 and Dayton, 2006).

Recognizing that China has a different culture to that of western countries is not a universal explanation to explain the differences in business systems (Baird et al, 1990). In fact, Maidment (2006) argues that "traditional Chinese culture is changing so fast that no one understands it." It is therefore debatable whether or not culture plays any part in the difference in business systems, this is due to the fact that the current generation of Chinese professionals has very little in common with the previous one (Maidment, 2006). One could therefore argue that analyzing cultural differences to explain the business ones carries very little weight in China (Asian Business Law, 2006).

However, Maidment (2006), Harris (2006) and Dayton (2006) all concede that knowing Chinese history and culture is a benefit to conducting business in China but also state that cultural knowledge should not be solely relied upon in order to understand these differences. Given the rapid changes that are occurring in both the Chinese marketplace and Western economies it would seem that understanding the economic forces of the here and now would provide far greater insight into understanding the differences between China and the West, rather than mulling over traditional cultural influences.

In contrast the Journal of Intercultural Learning (2006) when contrasting Chinese and Western businesses argues that "culture shapes our values, attitudes and our behaviour. It affects the way we communicate with each other, the way we expect to lead and to follow, the way we negotiate, the way we buy and sell, and the way we work together in teams." Nevertheless such a broad statement provides little insight into which specific aspects of culture affects business systems in both Asia and the West. In order to better understand this, a contextual background is needed rather that just providing stereotypical cultural tips, such as those that are regularly found in many business magazines. "Anyone who thinks reading a few books on Chinese culture gives them the measure of the individual Chinese person with whom they are dealing is mistaken" (Maidment, 2006) . . .  

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