tablish an effective framework of intercultural communications in the United States (Fucini and Fucini, 1990, pp. 71-74). Worker attitudes in the United States reflect values that frequently conflict with the Japanese values integrated into the culture of a Japanese multinational corporation (Bacarr, 1992, pp. 54-56). Similarly, attitudes of different racial and ethnic groups within the United States often reflect values that conflict with those of the traditional American organization. Thus, the Japanese multinational corporation operating in the United States cannot simply model its approach to human resource management on the human resource management system of an American corporation. American insensitivity to the values of other Americans is likely to be tolerated to a greater extent than is Japanese insensitivity to American values. Such differing attitudes and values must be accommodate
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