It's very difficult to teach cultural issues relevant to international business:  teaching actual attributes is tedious, lends itself to stereotyping, and can rapidly become outdated.  Daniels and Radebaugh's Chapter 2 outlines a variety of frameworks through which we can discuss and compare cultural attributes as they relate to international marketing and management.
 

HOW  TO  STUDY  CULTURAL  DIFFERENCES?
One can focus on intensive study of a given culture, compare a given culture to another, or attempt to generalize differences across a large number of cultures.  Geert Hofstede (Cultures and Organizations, 1991) and Vern Terpstra and Kenneth David (The Cultural Environment of International Business, third ed., 1991) have researched specific behavioral attitudes and conduct in a wide variety of countries, and have developed groupings of countries and attributes.

DIMENSIONS  OF  CULTURAL  DIFFERENTIATION

Recognize that behavioral attributes vary across and within cultures, by

• culture
• nation
• sub-national region
• social group
• individual

• competence
• gender
• age
• family

• note the danger in attempting literal translation without recognizing idioms
• note the dialect differences within a language

HOW  TO  USE  RECOGNITIONS  OF  DIFFERENCE?
Marketing uses:  recognizing behavioral and cultural attributes helps develop all aspects of the marketing plan -- which is, after all, the interaction of production and consumers

• selection of mode of selling (direct versus indirect)
• nature of interaction during direct selling
• nature of indirect or advertising themes

• setting expectations
• providing motivation
• providing feedback

CORPORATE  RESPONSES
Determine the degree of specialized cultural awareness that is required

• greater with a larger number of activities in the foreign culture
• greater with more direct forms of international business (direct exporting, short distribution channels, FDI)
• greater in cultures that are more different from the domestic culture
• greater in "high-context" business cultures (peripheral, social, and informal information and cues are important for transacting business)

• spend time in the local context before trying to do business
• hire local consultants
• engage focus groups
• recognize differences in formats (e.g., distribution), but not overall purpose (overall corporate profitability)

• international rotations of managers
• cultural-awareness training
• sustaining morale by even-handed treatment and promotion
• setting core corporate values