Cross-cultural Competence

Introduction

According to Lenartowicz et al (2014) cultural intelligence and intercultural competence have been recognized as contributory factors to achieving success in global management. In spite of available research and recommendation, evidence as contained in (Black, Mendenhall and Oddou 1991; Pauly and Reich 1998; Moeller 2009; Hill 2010; Cornelius and Debner 2011) as cited by Lenartowicz et al (2014) has revealed that a considerable number of managers in US enterprises do not perform effectively overseas and this had a negative effect on such enterprises.

Although cultural learning is as old as time, it has now become an indispensable international management survival ability required for this global age. A research study conducted by Hutchings and Ratnasari (2006) as cited by Townsend et al (2015) shows that when international managers are not trained sufficiently for cross-cultural changes (interactions) there are bound to be negative outcomes.

Intercultural Capability (IC) and Cultural Intelligence (CQ) are models that have been used to classify several of the necessary international management competencies expected of academics and other stakeholders to further drive the international facet of a global citizenship (Wanous et al, 1992; Ang et al, 2007) as cited by Townsend et al (2015).

Cross-Cultural Competence

Many academic discussions thus far have – directly or indirectly – emphasised the need for human resource strategy to be in sync with business strategy; this means that when an organization is transnational in nature it is only fitting that it adopts a transnational human resource management system (Adler and Bartholomew, 1992).
According to Adler and Bartholomew (1992) today's cross-culturally competent managers require the under listed skills; these skills differentiate them from the typical traditional international managers:
Having a global perspective to the understanding of the international business environment
Learn the current trends, technologies and business conduct of foreign cultures
Skilfully work with individuals from various cultures
Being able to adapt to other cultural environments i.e. comfortably living in foreign settings
Equally treat foreign colleagues; refraining from cultural supremacy and subordination
Cross-cultural competence can be described as the advancement of understanding and expertise via continuous involvement in certain activities e.g. job specification, and training resulting in a multifaceted plan of cultural distinctions and people skills, which are flexibly applicable when an individual is willing to interact with foreign environments even when faced with uncertainty; this can be achieved through self-observance and regulation (Ross, 2008).
Challenges associated with Instilling Cultural Intelligence
Individuals who succeed in today's business environment are usually those who have acquired cultural intelligence; these individuals are those who can, are prepared to and who acclimatize their interactions to the cultures they are connected to, and who are overcomers when faced with cross-cultural challenges in order to accomplish desired outcome (Siegel, 2010).
One of the challenges that hinder workforce cultural intelligence is lack of understanding; it is believed that when we understand why people act the way they do our interactions with them will be greatly improved (Earley, 2006). Lack of understanding could also be that individuals are not aware that being culturally intelligent is a strategic ability that fosters competitive advantage.
Another factor is ethnocentrism; this entails judging other cultures based on the standards of one's own culture. This in itself is not a fair assessment of the myriad of cultures that exist and can hinder productive interactions amongst colleagues. I also find myself in a multicultural setting at work and out of work albeit a domestic one and this is because my country (Nigeria) has several ethnic groups who have their different cultures. I have lived amongst some of these groups and this has given me a little insight of their 'way of life' and this experience has helped me in handling my colleagues and people in general.
Conclusion

Ang (2013) in his article concerning the relationship between MNCs and Host Nation Countries (HNCs) opined that expat leaders who are capable of demonstrating culturally-intelligent behaviours that demonstrate the saying "from the heart" are seen as being more culturally perceptive and thus more likely to thrive in gaining trust based on emotions from their HCN employees.
Cultural Intelligence (CQ) entails the acquisition of cultural awareness of self and others; identifying ethnocentrism; being aware of the repercussion of cultural inferences; and creating avenues for the promotion of productive working interactions. Interacting with people from all works of life is a skill that must be harnessed in order to be successful in the global business environment. The first step for HR specialists is making employees self-aware and this can be achieved by the introduction of wide-ranging training programs that would eradicate the lack of cultural understanding (Goodman, 2012).


Adler, N. J. & Bartholomew, S. (1992) 'Managing Globally Competent People', Academy of Management Executive, 6(3), pp. 52-65

Ang, F. (2013) 'Will I Trust You More If I Think You Are Culturally Intelligent?' People and Strategy. 2013, 36(3), pp. 32-37
Earley, P. C., Ang, S. & and Tan, J. (2006) CQ: Developing Cultural Intelligence at Work. Stanford: Stanford University Press
Goodman, N. (2012) 'Training for Cultural Competence', Industrial and Commercial Training, 44(1), pp. 47-50. Emerald Insight [Online] Available from http://dx.doi.org/10.1108/00197851211193426 (Accessed 28 August 2015)

Lenartowicz, T., Johnson, J. P. & Konopaske, R. (2014) 'The Application of Learning Theories to improve Cross-cultural Training Programs in MNCs', The International Journal of Human Resource Management, 25(12), pp. 1697-1719, Taylor & Francis [Online] http://dx.doi.org/10.1080/09585192.2013.860384 (Accessed 2 September 2015)

Ross, K. G. (2008) 'Toward an Operational Definition of Cross-Cultural Competence from Interview Data' [Online] Available from http://www.au.af.mil/au/awc/awcgate/deomi/cross_cultural_competence_interviews.pdf (Accessed 2 September 2015)
Siegel, S. E. (2010) 'Gaining Cultural Intelligence through Second Life Learning Interventions' [Online] Available from http://www.ielassoc.org/docs/casestudies/Siegel_ICELW2010.pdf (Accessed 2 September 2015)
Townsend, P., Regan, P. & Li, L. L. (2015) 'Developing international managers: the contribution of cultural experience to learning', International Journal of Educational Management, 29(2) pp. 234 – 251. Emerald Insight [Online] Available from http://dx.doi.org/10.1108/IJEM-03-2014-0042 (Accessed 2 September 2015)