Biculturalism and cross-cultural competence: examination of an attribution complexity theory-based model

Abstract

PurposeBased on attributional complexity (AC) theory, the authors empirically examine the impact of biculturalism on cross-cultural adjustment and the degree to which people make isomorphic attributions, critical for cross-cultural leadership effectiveness.Design/methodology/approachUsing questionnaire surveys, the authors first validate measures in a validation sample and then empirically test the model in a second sample, using structural equation modeling.FindingsThe authors’ findings reveal an empirical connection between biculturalism and AC on the one hand, while also showing support for the relationship between biculturalism and attributional knowledge. Findings also demonstrate that biculturalism is related to attributional accuracy in cross-cultural contexts via an attributional mechanism, as suggested by AC theory.Research limitations/implicationsFirst, AC theory emerges as one with excellent prospects for explaining intercultural work in multicultural settings. Biculturalism's links to AC and attributional knowledge are critical for extensions to cross-cultural leadership effectiveness, and international knowledge transfer, interesting and high potential research avenues for the discipline.Practical implicationsThe authors’ findings carry a host of managerial implications. AC training can provide all international assignees with the necessary foundational skills and learning abilities to successfully interact in the host country setting with local nationals. This study also suggests that managers on international assignments should focus their efforts on acquiring attributional knowledge because it can provide a solid boost to their understanding of the local culture.Originality/valueOne’s understanding of biculturals and their cross-cultural management competencies is very limited. The authors provide empirical support for the hypotheses, hitherto unexamined in extant literature.