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lecture 2 Flashcards

Cross Cultural competencies

1
Q

What are global management skills made up of?

A

Managerial competence + multicultural competence

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2
Q

What is a global mindset?

A

A complex cognitive structure characterized by:
* an openness to and articulation of multiple cultural and strategic realities on both global and local levels
* the cognitive ability to mediate and integrate this multiplicity.

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3
Q

What is a global manager?

A

Someone who collaborates with or leads people across national and cultural boundaries to achieve global corporate objectives.

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4
Q

What are the global management mindsets mentioned in the article by Bücker and Poutsma (2010)?

A

First six to be distinguished:
* Going for the bigger, broader picture: Having a global perspective and understanding the interconnectedness of different parts of the world.
* Balancing paradoxes: Being able to navigate and reconcile conflicting ideas, values, and perspectives in a global context.

  • Trusting process over structure: Valuing flexibility and adaptability in processes rather than relying solely on rigid structures.
  • Valuing differences: Appreciating and leveraging the diversity of cultures, perspectives, and experiences in global settings.
  • Managing change: Being adaptable and proactive in responding to changes and challenges in the global business environment.
  • Seeking lifelong learning: Having a growth mindset and continuously seeking to expand knowledge, skills, and experiences to thrive in a global contex

Later added:
* Curiosity
* Acceptance of complexity
* Diversity consciousness
* An extended time perspective
* Systems thinking

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5
Q

What is a global mindset?

A

Accepting life as a balance of contradictory forces and continuously seeking to be open to oneself and others by rethinking boundaries and changing behavior.

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6
Q

What did the article by Bucker and Poutsma (2010) aim to do?

A

This article aims to contribute to the understanding of the concept of “global management competencies” by conducting an extensive review of relevant literature on global management competencies. The authors investigate four key constructs - global mindset, cross-cultural competence, intercultural sensitivity, and cultural intelligence - all related to global management competencies. The goal is to provide a theoretical foundation and framework. The study develops an integrative model that serves as a basis for the development of measurement instruments to assess global management competencies. The model is more realistic than previous ones because it introduces the behavioral component and meta-cognitive component.

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7
Q

What sets apart the Bucker and Poutsma (2010) study from previous studies/ models?

A

It also includes the behavioral and metacognitive aspects in multicultural competences.

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8
Q

What global management competencies were included in the study by Bucker and Poutsma?

A

Four constructs:
* the global mindset
* cross-cultural competence
* intercultural sensitivity
* cultural intelligence

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9
Q

What is cross-cultural/ multicultural competence?

A

An individual’s ability to:
* step outside his/ her cultural boundaries
* To make the strange familiar and the familiar strange
Cultures have different assumptions, behaviors, communication styles, and expectations multicultural competence is the ability to deal with these differences in an appropriate and effective manner.
‘What can we learn from people of another cultural that can improve our ability to function effectively in a multicultural world?

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10
Q

What are some key concepts within multicultural competence?

A
  • Cosmopolitanism
  • Cultural intelligence
  • Global mindset
  • Intercultural sensitivity
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11
Q

Cosmopolitanism

A

Being externally oriented , comfortable in multiple settings and free of local prejudices.

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12
Q

What is cosmopolitan orientation?

A

A scale for cosmopolitanism, the question is: ‘to what extent are you responsible for what you do as a company?
It is made up of 3 essential qualities:
* Cultural openness; captures individuals’ receptiveness to immerse
in and learn from other cultures.
* Global pro-sociality denotes a sense of collective moral obligation to universally respect and promote basic human rights.
- **Respect for cultural diversity **concerns high tolerance of and appreciation for cultural differences (stimulate an inclusive climate).

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13
Q

In the study by Johnson (2016) a model was made to assess cross cultural competence, what two things influenced CCC?

A

1.Institutional ethnocentricism:
2.Cultural distance: created when individuals or groups perceive that their values and communication styles differ from others.

These can be influenced by Cross cultural training and behavioral learning

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14
Q

What is cultural intelligence?

A

“An individual’s capability to function and manage effectively in culturally diverse settings or environments” (Ang et al., 2007).
four dimensions of Individual CQ: meta-
cognition, cognition, motivation, and behaviour

Can be measured using the cultural intelligence scale contains 20 questions regarding the different CQ components.

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15
Q

What is metacognition in cultural intelligence?

A

The ability to interpret one’s own mental processess regarding diverse cultures.

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16
Q

What is cognition in CQ?

A

Etic and emic knowledge on cultural patterns, behaviors and norms and values.

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17
Q

What is motivational CQ

A

the ability to exert effort to get in touch with and understand other cultures

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18
Q

What is behavioral CQ?

A

Involves the ability to adapt to cultures different from one’s own.

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19
Q

What are factors that influence CQ?

A
  • Personality
  • Personal interest
  • Early travel with family
  • Earlier travel on their own
  • Languages learned
  • Studying / working abroad
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20
Q

What are the cultural dimensions by Edward Hall?

A
  • High vs. low context
  • Proxemics
  • Time perception
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21
Q

What does high context communication entail?

A

Total context is extremely important in communication. Things are most likely being said indirectly and more so implied. Elements are:
* Implicit communication
* Non-verbal communication
* Can be more confusing
Southern Europe, India, Brazil and Japan etc.

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22
Q

What does low context communication entail?

A

Communication style using explicit communication. Elements are:
* Verbal communication
* straightforward communication
* less prone to misunderstanding

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23
Q

What does the Proxemics dimension entail?

A

The space between people in interactions. 4 categories:
* intimite distance: very close, within 60 cm
* personal distance: with friends and family, 60-120 cm distance
* social distance: when meeting new people or people one is not close with, business interactions (120 to 360 cm)
* Public distance: how close we sit to a public figure or speaker (usually 360 to 720 cm)

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24
Q

What does the time orientation dimension entail?

A

How cultures structure time; two different ‘cultural’ time perspectives:
* Monochronic time perspective
* Polychronic time perspective

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25
Q

What is the monochronic time perspective?

A

Monochronic time cultures emphasize schedules, a precise reckoning of time, and promptness.
* Doing one thing at a time
* Assumes careful planning
* Typical western approach that is
used in courses on ‘time
management’
* Monochronic people tend to be low
context

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26
Q

What is the polychronic time perspective?

A

Time is less tangible, and emphasis is placed on the involvement of people and the completion of transactions rather than on schedules. Multitasking is valued.

  • Human interaction is valued over time and material things
  • Leads to lesser concern for getting things done
  • They do get things done but more in their own time
  • Polychronic people tend to be high context
27
Q

Stages of cultural sensitivity in business?

A

Stages of cultural sensitivity in business (article by Shapiro et al., 2008)
1. Romantic sojourner → fascination, shallow, tourist, opportunistic, and naïve trust.
2. Foreign worker → immersion in business culture, ends in disenchantment and culture shock.
3. Skilled worker → deeper cultural contact, skillful diplomats, and evolution to outsider status.
4. Partner → very deep immersion within the culture, balanced and respectful yet re-enchanted.

28
Q

What is intercultural sensitivity?

A

The level of awareness of cultural differences and the ability to react appropriately in different cultural contexts.
Intercultural sensitive person - having an interest in others and to understand their feelings, thoughts, and behaviours (Bennett, 1986; Bucker and Poutsma,
2010)

29
Q

What is ethnocentricism?

A

The experience of one’s own culture as “central to reality.”; judging another culture solely by the values and standards of one’s own culture.

30
Q

What are the stages in ethnocentrism to ethnorelativism?

A
  1. Denial
  2. Defense
  3. Minimization
  4. Acceptance
  5. Adaptation
  6. Integration
31
Q

What are the ethnocentric stages and what do they entail?

A
  1. A denial stage refers to a situation in which an individual’s view of the world is unchallenged as principal to all reality, leading to a situation of ethnocentrism. Denial can happen when social isolation prevents every form of contact with significant cultural differences.
  2. The defense stage reflects a situation in which undesirable characteristics are attributed to all individuals from different cultural backgrounds, called “negative stereotyping” and/or a situation in which one assumes their culture is the peak of an evolutionary scheme.
  3. The minimization stage refers to a situation in which cultural difference is not perceived negatively and differences are acknowledged as unimportant in contrast to cultural similarities.
32
Q

What are the ethnorelativistic stages and what do they entail?

A
  1. The stage of acceptance resembles the acknowledgment and respect someone acquires towards the cultural differences present.
  2. The stage of adaptation is about the alteration of someone’s way of acting, mostly through empathy or cultural pluralism. Empathy is the ability to construct events as if someone were the other person and cultural pluralism is the ability to shift into multiple complete cultural worlds.
  3. Finally, integration is defined as the process in which an individual is sensitive to many different cultures and is always becoming a part of their cultural surroundings.
33
Q

What can be done to improve ethnorelativisticness and CCC?

A
  • Getting access to knowledge about cultures in courses/ books/ films
  • Study abroad, interaction with foreign students and teachers
  • Internships/ work experience in international organization
  • Cultural role simulations: reflection is key!
34
Q

What is constructive intercultural contact (CIC)?

A

A situation in which contact between different cultural parties is adressed positively and experienced as successful and pleasant by all participants.

Can be useful to mitigate power differences and feelings of incompetence

35
Q

What are the 5 different dimensions of CIC?

A
  1. Take responsibility
  2. Postpone judgement
  3. Relativize culture
  4. Show respect
  5. Take perspective
36
Q

What is social identity theory?

A

The theory that groups play an important role in self-image, pride and esteem. The idea that groups give us a social identity; a sense of belonging to the social world.

Sees categorization as a natural process, that is unavoidable caused by the need of a reinforced positive group image which goes hand-in hand with social comparison w/ other groups

37
Q

What do need for a positive group image and group comparison cause in social identity theory?

A
  • A more positively viewed in-group than out-group (= biased judgement)
  • In-group is given a higher status
  • Often based on stereotyping and prejudices
38
Q

Stereotype content model (Susan Fiske 2022)

A

A model that assumes that the content of stereotypes are based on two dimensions:
1. Warmth (friendliness and trustworthiness) –> more cooperative
2. Competence (capability and assertvity) –> higher status
Based on these dimensions, stereotypes about various groups form, which can be positive or negative, and give rise to specific biased images

39
Q

What are the 4 biases in the stereotype content model?

A
  1. Admiring bias
  2. Contemptuous bias
  3. Paternalistic bias
  4. Envious bias
40
Q

If a group is perceived as warm and competent…

Warm (= cooperative) competent (=status)

A

Admiring bias
This bias involves admiration for in-groups or groups that are high in both warmth and competence.

41
Q

If a group is perceived as warm and incompetent…

Warm (= cooperative) competent (=status)

A

Paternalistic bias
This bias is applied to groups that are seen as warm but incompetent. People tend to feel pity or sympathy for these groups and assume a protective stance.

42
Q

If a group is perceived as low warmth but competent…

Warm (= cooperative) competent (=status)

A

Envious bias
This bias arises from envy towards groups that are perceived as competent but not warm. These groups are seen as capable but untrustworthy or unfriendly.

43
Q

f a group is perceived as low warmth and incompetent…

Warm (= cooperative) competent (=status)

A

Contemptuous bias
This bias is directed towards groups perceived as low in both warmth and competence. Such groups are often seen as parasitic and low-status out-groups.

44
Q

What is a stereotype?

A

Specific quality or behavior associated with a group.

45
Q

How are stereotypes created?

A

Through Socialization: the process of the transfer and acquisition of a certain culture (and certain stereotypes can be part of this).
Repetition of stereotypes strengthens the association.
It is often implicit. It is unconsciously active.

46
Q

How can we steer social behavior?

A

Our social behavior is controlled by two brain systems:
1. First is the Impulsive Brain System: non-intentional, based on implicit stereotypes, and very efficient and fast.
2. Luckily, this can be avoided by activating the second brain system: the Reflective Brain System.
This is intentional, based on personal beliefs and values, and requires attention and time.

47
Q

What are the two approaches in mitigating stereotypes/ overcoming cultural differences?

A
  • Intergroup contact
  • (Cultural) competencies and abilities
48
Q

Contact theory (intergroup contact)

A

This theory states that** intergroup contact diminishes prejudices** if:
There is equal status.
There is cooperation.
There is an equal goal.
There is normative support.

49
Q

What are some issues with the contact theory?

A

These effects are for minority participants weaker or even non-existent.
So, there are less prejudices about outgroup participants, but: Most research has been** conducted from majority perspective**; And only a little from a minority perspective;
And even less from the perspective of both together.

50
Q

What problem with contact theory does CIC solve?

A

how can intergroup contact can be positive for both participants; minority as well as majority

51
Q

For whom was the Intercultural effectiveness originally developed?

A

Expats, working abroad

52
Q

What are the dimensions of Intercultural Effectiveness?

A
  • Emotional stability
  • Cultural empathy
  • Openmindedness
  • Flexibility
  • Social initiative
53
Q

#1 Take responsibility

A

Activate the reflective brain system by asking for feedback and making your intentions clear. Stating that you want a useful interaction.

54
Q

#2 Postpone judgement

A

Diminish the influence of prejudice by listening and asking before judging.

55
Q

#3 Relativize culture

A

Do not view someone as their cultural identity nor deny it. Take cultural differences into account.

56
Q

#4 Take perspective

A

To correct feelings of competition, take into account how the other person would feel.

57
Q

#5 Show respect

A

Correct perceptions of incompetence by showing your appreciation and being helpful.

58
Q

What dimension should be taken into account most to diminish feelings of competition?

A

Take perspective

59
Q

What dimension should be taken into account most to diminish feelings of incompetence?

A

Show respect

60
Q

As a manager it is specifically important to…

A

postpone judgement

61
Q

As an employee it is specifically important to…

A

Take responsibility

62
Q

As a minority it is especially important to…

A

Take perspective

bc might not feel taken seriously

63
Q

As a majorityit is especially important to…

A

Show respect

Cross cultural communication (7 decks)

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