This paper explores the management of rapport in intercultural business interactions. It compares two Chinese-British business welcome meetings that were held by the same British company. Despite many similarities between the two meetings, both the British and the Chinese were very satisfied with the first meeting, while the Chinese were very annoyed by the second. This paper describes the similarities and differences between the two meetings, and explores why they were evaluated so differently. It argues that research into the management of relations in intercultural communication needs to use a broader analytic framework than is typical of intercultural discourse research, and that it needs to gather a wider range of data types
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