Cross-cultural competence in the context of NGOs: bridging the gap between ‘knowing’ and ‘doing’

Abstract

International human resource management research in non-governmental organisations (NGOs) is scarce and it predominantly focuses on the recruitment and retention of volunteers. The context of NGOs is different from conventional for-profit international business settings with different kinds of challenges, especially in terms of providing appropriate training on managing multi-cultural teams and working with local project partners and communities. The literature also tends to focus on expatriate perspective and not on a host country perspective. We address this gap by examining how project managers and hosts experience cross-cultural issues on overseas assignments. We study volunteer project managers leading international and local youth volunteers during the Raleigh International programme in Malaysia. We use a qualitative methodology and data collected at 3 case locations via participant observation during 120 days contact with the respondents as well as interviews and surveys. We propose the CPACE (Curiosity, Passion, Adaptability, Communication and Empathy) framework describing competences needed in cross-cultural encounters and based on respondents’ actions as well as their words and it is relevant to a NGO context. The framework is intended to lay the foundation for future research and in particular to demonstrate the need for cross-cultural competence to be more grounded in particular contexts.