Contingency Contracting Officers (CCOs) are increasingly finding
themselves an integral part of overseas deployments, purchasing in theater
whatever the combat forces cannot bring with them. As a result, CCOs must
deal directly with businesses and the individuals who operate them in the
deployed location. Cultural differences between the CCO and suppliers can
become an issue not encountered in stateside operations. This thesis was
designed to explore the possible impact of culture on the deployed CCO's ability
to do their job.
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