Andreas strong performance continued to get recognized and she was promoted to Senior Manager of a product line her first position with international responsibility. She managed a core group in the United States, with small fledgling Engineering Centers $($ECs$)$ in three different countries. There was a lot of pressure on her business unit and on her to grow these operations, so she spent a lot of time traveling to the different ECs and meeting with her regional teams. Each regional EC had a director, all of whom reported directly to Andrea.In one of her visits, Andrea participated in a meeting with the local government. Her company was vying with two other electronics companies for a significant contract worth millions of dollars in sales over several years. The meeting went very well and Andrea was impressed with the rapport Samuel $($her director for that regional EC$,$ and a local national of that country$)$ had with the local government officials.As they were shaking hands with the government officials at the end of the meeting, Samuel turned to the most senior$-$level official in the government delegation and said, And dont forget to send me your sons resume and I will see that it gets prompt attention. The senior$-$level government official replied, Thank you, Samuel. I appreciate anything you can do$.$ And, I will also see that your bid for this business gets appropriate consideration.Andreas euphoria from the great and productive discussions immediately turned to uneasiness. Although she had no proof of any wrongdoing, the conversation between Samuel and the senior$-$level official seemed way too intimate and felt too much like there were special favors being exchanged. After thinking through it a little more, she considered that perhaps she was overreacting and, even though that might seem wrong in the US$,$ perhaps it was an accepted norm in this culture. She was too uncomfortable to respond during the conversation; instead, she decided to think on her own about what, if anything, to do$.$