Cultural intelligence (CQ) represents advancement in the area of international human resources management and cross-cultural training. An experiential approach to CQ training is developed and ...analyzed. A diverse, multicultural group of over 370 participated. General self-efficacy and contextual aspects related to Contact Theory were found to be significant to training outcomes in CQ development. In crafting the most effective CQ training and education, organizations and international human resources staff can benefit from understanding individual and contextual influences. Our experiential approach to CQ education appears to hold promise and adds to the literature by producing a specific approach.
Intercultural Interactions Cushner, Kenneth; Brislin, Richard W
1995, 1996, 1995-10-06, 1995-10-01
eBook
This new edition of Intercultural Interactions presents a fully updated set of training materials which have been developed to form the basis of a variety of cross-cultural orientation programmes. ...These materials are based on the assumption that there are commonalities, or similar personal experiences, when people live and work in cultures other than their own. More comprehensive in scope than its predecessor, the Second Edition also contains a practical new user′s guide, and its expanded coverage draws readers in with more vivid scenarios and examples reflecting changing world events and social milieu.
Training modules prepared and extensively tested by distinguished professionals in cross-cultural training and research make up this valuable resource for consultants, counselling psychologists and ...personnel officers. The modules encourage productive and effective intercultural interactions in a variety of settings - business, education and the social and health services. Each module combines experiential exercises, self-assessment instruments, traditional written teaching material, case studies and//or critical incidents, and addresses: awareness of culture and cultural differences; knowledge necessary for adjustment; and the challenges to people′s equilibrium brought about by intercultural experiences. Furthermore, each m.
La mondialisation et les projets commerciaux internationaux mettent fréquemment en relation des personnes relevant de cultures différentes. Hall soutient que la gestion du temps est un ‘langage ...silencieux’ qui affecte les conduites quiotidiennes. Les auteurs ont retenu dix concepts résumant l’impact de la culture sur les contact interculturels qui sont l’un des aspects des négociations dans les affaires internationales: 1. Le temps de l’horloge et celui de l’événement: respecte‐t‐on des programmes préétablis ou laisse‐t‐on l’événement suivre son cours naturel avant de passer à un autre événement? 2. La ponctualité: quel est le degré de sensibilité au non respect des horaires convenus? 3. La relation entre la tâche et le temps social pendant la journée de travail; 4. Se consacre‐t‐on à une seule activitéà la fois ou à plusieurs en même temps? 5. Efficience vs efficacité; 6. Un rythme de vie lent ou accélér; 7. Comment réagit‐on aux longues périodes de silence? 8. Est‐on plutôt tourné vers le passé, le présent ou l’avenir? 9. La dimension symbolique due temps; 10. L’importance respective du temps consacré au travail et aus loisirs. En s’appuyant sur ces dix concepts, les auteurs suggèrent quelques idées aux hommes d’affaires qui voyagent beaucoup dans des environnements culturels différents du leur et qui accepteur des séjours de longue durée dans l’autres pays.
The global economy and international business ventures have brought many occasions for the development of interpersonal relationships among people who were socialised into different cultures. People's use of time, according to Hall, is a “silent language” that affects their everyday behaviors. The authors identify ten concepts that summarise how culture affects intercultural interactions that are part of international business dealings: 1. Clock and event time: Do people follow set schedules or let the event take its natural course before moving to another event? 2. Punctuality: How sensitive are people to deviations from appointed times? 3. The relation between task and social time during the workday; 4. Whether people do one activity at a time or do many at once; 5. Efficiency vs. effectiveness; 6. Fast and slow paces of life; 7. How people deal with long periods of silence; 8. People's time orientation: past, present and the future; 9. The symbolic meaning of time; 10. Cultural differences in importance of work and leisure time. The authors also provide insights based on these ten concepts for business people who travel extensively to other cultures and who accept long‐term assignments in other countries.
This unique handbook provides an organizational framework for planning and establishing intercultural communication training programs. Drawing from intercultural communication and cross-cultural ...training, this guide emphasizes those aspects of training that explicitly involve face-to-face communication. The approaches covered apply to any situation where good personal relations and effective communication need to be established with people from different cultural backgrounds.
Cross-cultural Training: A Review Bhawuk, Dharm; Brislin, Richard
Applied psychology,
01/2000, Letnik:
49, Številka:
1
Journal Article
Recenzirano
Dans cet article, nous suivons l’e´volution des concepts qui font partie de la litte´rature de ces 50 dernie`res anne´es sur la formation trans‐culturelle en passant en revue quelques e´tudes qui ont ...fait date. Apre`s avoir de´battu des recherches et pratiques au fil des de´cennies, nous poursuivons en identifiant les grands courrants de recherche dans ce domaine et nous livrons a` quelques conjonctures suppositions sur les directions qui peuvent être prises dans l’avenir.
In this paper we trace the evolution of concepts that have become a part of the cross‐cultural training literature in the last 50 years, by reviewing some of the landmark studies. After discussing research and practice in phases of decades, we go on to identify major streams of research in the field, and make some speculation about where the field may be going in future.
Evolving Perceptions of Japanese Workplace Motivation Brislin, Richard W.; MacNab, Brent; Worthley, Reginald ...
International journal of cross cultural management : CCM,
04/2005, Letnik:
5, Številka:
1
Journal Article
Recenzirano
This research effort specifically examines perceptions of workplace motivation in Japan between employees and managers while highlighting results that are somewhat counterintuitive to the traditional ...western perception of Japanese ethnography. Specifically, we find some evidence for a potentially shifting movement toward a self-orientation with more emphasis on lifetime employability over lifetime employment. During a period when incremental efficiencies are arguably more important than ever for the Japanese economy, practitioners therein stand to maintain the highest level of productivity by better understanding exactly how workforce motivation is currently evolving rather than relying on potentially dated assumptions. Specifically this effort advances cross cultural management studies by blending insight from past American research and theory with current research on Japan - which allows the additional benefit of comparing traditional Japanese cultural platforms to potentially more modern, dynamic realities. In partnership with PricewaterhouseCoopers Global Human Resource Solutions, a survey was undertaken in the metropolitan Tokyo area that examined motivation of the Japanese worker using the two-factor Herzberg model, which seems to be valid in Japan. The study indicates that there has been a movement from a more traditional, collective/company orientation toward more self-orientation. The study also demonstrates that Japanese managers seem to have an acceptable understanding of what motivates employees but that there is still room for improvement.
A new approach to measuring intercultural sensitivity -- the 46-item Intercultural Sensitivity Inventory (ICSI) -- was developed & tested among 93 participants at the East-West Center & among 46 ...graduate Masters of Business Administration students in Honolulu, Hawaii. The ICSI was designed to assess understanding of different ways of behaving depending on whether the culture is an individualistic or collectivist one, open-mindedness concerning differences encountered in other cultures, & flexibility concerning behavior in unfamiliar cultures. Results indicate that the ICSI not only has adequate reliability, but can also aid in modifying specific individual behaviors so that they are appropriate to a given culture. 2 Tables, 1 Appendix, 31 References. Adapted from the source document.
Cultural Intelligence Brislin, Richard; Worthley, Reginald; Macnab, Brent
Group & organization management,
02/2006, Letnik:
31, Številka:
1
Journal Article
Recenzirano
Cultural intelligence has various meanings that can be looked on as complementary. On one hand, it refers to behaviors that are considered intelligent from the point of view of people in specific ...cultures. Such behaviors can include quick application of previously learned information in some cultures, getting along with kin in other cultures, and slow and deliberate consideration of alternative courses of action in still other cultures. On the other hand, cultural intelligence can also refer to the traits and skills of people who adjust quickly, with minimal stress, when they interact extensively in cultures other than the ones where they were socialized. The two uses of the term are related because people who want to be sensitive to other scan examine intelligence as it is defined and demonstrated in other cultures and can make adjustments in their own behaviors during their cross-cultural experiences.
Individualism & collectivism are important topics for coverage in cross-cultural training programs. Here, recommendations for training collectivists to interact with individualists, & vice versa, are ...presented. The differences between individualist & collectivist cultures can be bridged with the proper training. 24 References. F. S. J. Ledgister
