Abstract
PurposeThe purpose of this paper is to compare the competencies of managers in the UK and Taiwan.Design/methodology/approachA comparative analysis of managers using a behavioural event interviewing (BEI) technique.FindingsBoth cultures were highly achievement focussed. However, there were several marked differences in other behaviours which appear to be cultural in nature. UK managers demonstrated more interpersonal awareness, and concern for impact, whereas Taiwanese managers were more likely to demonstrate critical information seeking behaviour.Research limitations/implicationsInterviews in some instances failed to uncover data and this has implications for the use of generic behavioural event interviews internationally.Practical implicationsThe research suggests the idea of organisations' employing generic “international” competency models and behavioural event interview techniques is problematic.Originality/valueThe research is able to demonstrate the problems with international competency models through unique access to an organisation's competency model and to managers in two locations.
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