The most complicated problems in dealing with the cultural environment lie in the fact that one cannot learn culture—one has to live it. Two schools of thought exist in the business world on how to deal with cultural diversity. One is that business is business the world around, following the model of Pepsi and McDonald’s. In some cases, globalization is a fact of life; however, cultural differences are still far from converging (会合).

　　The other school proposes that companies must adapt business approaches to individual cultures. Setting up policies and procedures in each country has been compared to an organ transplant; the critical question centers around acceptance or rejection. The major challenge to the international manager is to make sure that rejection is not a result of cultural myopia(近视) or even blindness.

　　Fortune examined the international performance of a dozen large companies that earn 20 percent or more of their revenue overseas. The internationally successful companies all share an important quality: patience. They have not rushed into situations but rather built their operations carefully by following the most basic business principles. These principles are to know your adversary(对手), know your audience, and know your customer.

　　59. According to the passage, which of the following is true?

　　A. All international managers can learn culture.

　　B. Business diversity is not necessary.

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