Cross-cultural Training Programs Research Articles

Upaya Pemerintah Dalam Mengelola Diversity Sumber Daya Manusia Di Kecamatan Gunungsitoli Barat

Kecamatan Gunungsitoli Barat is an area rich in cultural diversity, religion and strong customary traditions, and is inhabited by people with diverse ethnic backgrounds, including Batak and Malay. This diversity, although a great potential, also presents challenges for sub-district government organizations, especially in managing ethnic and cultural differences that can trigger social tensions. Issues of discrimination and unequal access to economic resources and employment opportunities are also issues that require serious attention. In addition, the limited political participation of some groups threatens the balance of representation in the sub-district government. This research uses a qualitative approach with a case study method to identify the challenges faced by the sub-district government in managing human resource diversity. The results show that appropriate strategies and policies are needed to create harmony in managing such diversity. Three main efforts that can be made by the sub-district government include: a) organizing cross-cultural training programs, b) implementing inclusive policies to ensure equal opportunities for all individuals, and c) building a monitoring and evaluation system to ensure effectiveness and transparency in managing HR diversity.

CROSS CULTURAL DIVERSITY IN HRM

The research paper explores the impact of cross-cultural diversity on Human Resource Management (HRM) practices in contemporary organizations. With globalization intensifying the interaction between individuals from diverse cultural backgrounds, understanding how cultural differences influence HRM is critical for maintaining competitive advantage and fostering an inclusive workplace. The study examines key HRM functions, including recruitment, training and development, performance management, and employee relations, through the lens of cultural diversity. The paper aims to provide HR professionals and organizational leaders with actionable insights to effectively manage and harness the potential of a culturally diverse workforce. By analyzing various case studies and theoretical frameworks, the paper highlights the challenges and opportunities presented by cross-cultural diversity. Key challenges include communication barriers, cultural misunderstandings, and differing work values and practices. Conversely, the research identifies opportunities such as enhanced creativity, better problem-solving capabilities, and a broader talent pool. The findings suggest that successful HRM in a multicultural environment requires adaptive strategies, cultural competence, and inclusive policies that respect and leverage cultural differences. Recommendations include implementing cross-cultural training programs, promoting a culture of inclusion, and adopting flexible management styles that accommodate diverse perspectives. Ultimately, the research underscores the importance of cross-cultural diversity in enriching organizational dynamics and driving sustainable growth.

Examining the Necessity and Significance of Implementing Cross-Cultural Management Practice in Shanghai, China

The core focus of cross-cultural management lies in examining how individuals from diverse cultural backgrounds collaborate within organizational settings. The primary aim of research in cross-cultural management is to tackle various issues concerning organizational behavior, such as leadership approaches, methods of motivation, organizational frameworks, and the intricate dynamics of culture, drawing insights from fields like sociology and anthropology. This particular study endeavors to evaluate the significance of integrating cross-cultural management methodologies within Yixin Energy Technology Co. situated in Shanghai, China. Employing a quantitative methodology, 158 responses were garnered through the random distribution of questionnaires. Statistical analysis was conducted utilizing SPSS, encompassing descriptive analyses, variance assessments, and multiregression examinations to decipher the collected data. The findings indicate that the three principal factors investigated in this study collectively account for roughly 38.1% of the variance observed in cross-cultural management within multinational corporations. Specifically, social culture influences cross-cultural management by 23.3%, governmental policies by 35.0%, management approaches by 21.8%, and overall cross-cultural management by 28.7%. These results furnish statistical validation endorsing the imperative nature of cross-cultural practices, a recognition embraced by Yixin Energy Technology Co. in Shanghai, China. It is advised that businesses formulate diverse cross-cultural training programs tailored to the distinct needs of expatriates at various levels to effectively enhance their cross-cultural competencies.

Cross-cultural training and expatriate adjustment: an assessment of expatriates on assignment in African countries

PurposeThis study aims to contribute to the enrichment of the literature by examining the impact of cross-cultural training on expatriates’ adjustment of Nigerian bankers on expatriate assignments in other African countries.Design/methodology/approachData on cross-cultural adjustment from expatriate employees in five banks that collectively accounted for over 80 per cent of Nigerian banks with subsidiaries in other African were systematically selected for the investigation. This data was collected quantitatively via a survey instrument. Independent sample t-test, analysis of variance (ANOVA) and regression analysis were deployed in analyzing the data.FindingsThe study found that cross-cultural adjustment varied significantly across the different categories of gender, age, marital status, previous expatriate training, previous expatriate experience, and duration of expatriation. The study concludes that in order to attain higher levels of adjustment African banks and other organizations should provide a more comprehensive cross-cultural training program that mirrors the needs of employees following a detailed needs analysis. Also, the training must be sequential and not a one-off approach.Originality/valueThe literature though still nascent is largely focused on expatriate preparation and adjustment for expatriates moving from Western-to-western contexts and very little exists in the literature on how multinationals from Non-Western contexts like Africa prepare their staff for expatriation and its consequent impact on their adjustment. This study aims to enrich the literature by examining the impact of cross-cultural training on expatriates’ adjustment of Nigerian bankers on expatriate assignments in other African countries.

The Role of Pragmatics in Cross-Cultural Communication

Purpose: The general purpose of this study was to explore the role of pragmatics in cross-cultural communication.
 Methodology: The study adopted a desktop research methodology. Desk research refers to secondary data or that which can be collected without fieldwork. Desk research is basically involved in collecting data from existing resources hence it is often considered a low cost technique as compared to field research, as the main cost is involved in executive’s time, telephone charges and directories. Thus, the study relied on already published studies, reports and statistics. This secondary data was easily accessed through the online journals and library.
 Findings: The findings reveal that there exists a contextual and methodological gap relating to pragmatics in cross-cultural communication. The study provided valuable insights into the pivotal role of pragmatics in facilitating effective communication across diverse cultural contexts. By exploring principles such as speech acts, politeness strategies, and implicature, the research enhanced understanding of how language is used and interpreted in cross-cultural interactions. The findings underscored the importance of pragmatic competence and cultural sensitivity in achieving mutual understanding. Furthermore, the study highlighted the need for incorporating pragmatic awareness training into educational curricula and policymaking efforts to promote cultural inclusivity and cooperation. Overall, the study's contributions deepen our understanding of cross-cultural communication dynamics and offer practical guidance for navigating cultural differences in an interconnected world.
 Unique Contribution to Theory, Practice and Policy: Speech Act theory, Politeness theory and Relevance theory may be used to anchor future studies on the role of pragmatics in cross-cultural communication. The study provided several key recommendations that contributed to both theory and practice in the field of intercultural communication. These recommendations included incorporating pragmatic competence training into educational curricula, implementing cross-cultural training programs in organizations, developing initiatives and policies to promote intercultural understanding, considering cultural factors in online communication platforms, engaging in reflective practices to enhance awareness of cultural differences, and establishing cross-cultural pragmatics as a distinct field of study. These suggestions aimed to enhance individuals' ability to navigate cross-cultural interactions effectively, promote inclusivity and mutual understanding in diverse settings, and advance theoretical knowledge in the field of intercultural communication.

Design Parameters of Cross-Cultural Training (CCT) Programs in Information Technology (IT) Organizations

Objective: To identify key dimensions that are to be considered while designing Cross Cultural Training (CCT). Methods : The data is collected from 421 expatriate employees in the selected IT organizations (Engineers /Managers/ Team Leaders) using an instrument consisting 45 items of nine drivers. The current study adopted Exploratory Factor Analysis (EFA), followed by 2nd order CFA to reveal various input components of training programme that leads to the success of the expatriate training programme. Findings: The factors influencing expatriate training were identified as: Adjustment (AD) factor, Culture factor (CU) and Method (ME) factors which are predominately to be considered for the design of CCT. Novelty: The factors to be considered while designing the CCT has been identified a prior rather finding the effect of such factors during post training evaluation. The results are more authenticated and help IHRM professionals to design CCT which lead to success of expat’s overseas assignment. Keywords: IHRM, Cross Cultural Training (CCT), Adjustment (AD) factor, Culture factor (CU), Method (ME) factors 1

Improving intercultural competency in global IT projects through recognition of culture-based behaviors

The success of global IT projects is highly influenced by culture-based behaviors. Issues between individuals arise when behaviors are (mis-)perceived, (mis-)interpreted, and (mis-)judged by using the perceiver’s expectations, beliefs, and values. Misperception results when the behavior is not anticipated because it would not occur in ones own culture. As a result, behavior should be the starting point for cross-cultural research. But, studies have primarily focused on belief and value systems which are more abstract and less specific than behaviors. This paper presents a study that analyzed cultural behavioral differences between Indian project managers and their counterparts in other countries. The conducted qualitative, semi-structured interviews revealed insights into cross-cultural challenges and shed light on the complex ways that culture-based behaviors impact IT projects. The study identified 127 behaviors that significantly affected project success and cross-cultural cooperation between Indian managers and managers from all over the world. These behaviors were grouped into 19 behavior clusters. Understanding these behavior clusters, and correlating these behaviors to values and beliefs, will improve project collaboration, and inform cross-cultural training strategies. In addition, existing cultural dimensions were reduced in scope, additional dimensions were defined for clarity, and new business-related dimensions were identified. Finally, based on the study’s results, the paper suggests four important components that should be added to cross-cultural training programs for international project managers.

Cultural diversification, human resource-based coordination, and downside risks of multinationality

We take the multinational operational flexibility perspective to examine how human resource-based coordination allows multinational corporations to retain the flexibility value of multinationality in diverse cultures among host countries. We posit that home national expatriates, host country specialists, and cross-cultural training programs within the same company network promote cultural understanding, facilitate effective coordination, and consequently curb downside risks of multinationality. By employing the Tobit two-stage model on a large sample of Korean multinational corporations, we find that a broader existence of three human resource programs help curbing downside risks, and the downside risk reduction effect is stronger under high cultural diversification. These findings imply the positive roles of cross-cultural coordinative mechanisms in retaining the flexibility value of multinationality.

A Review of Cross-Cultural Training Research: The Past 10 Years and Implications for Moving Forward

The increasing globalization of the economy and the expansion of the global market have strengthened the need for cross-cultural training (CCT) research. Regarded as an effective tool to facilitate expatriates’ foreign assignments and achieve organizational performance objectives, CCT should therefore play a significant role in the success or failure of expatriates. Despite, the controversy regarding the effectiveness of CCT on expatriates’ overseas assignments, the past few decades have witnessed an explosion in research pertaining to CCT’s influence on expatriates’ foreign assignments. However, very few reviews consolidating the existing literature pertaining to CCT research field are available. Thus, to ensure effective coverage for the present review, diverse databases have been investigated and keyword searches have been performed to find articles related to the study. Peer-reviewed articles were exclusively selected. Thereby, the principal objective of this paper is to proffer a thorough literature review of CCT research and highlight approaches and tools for practitioners to achieve a more successful CCT program but also introduce the findings of research papers that have been released over the past ten years and provide suggestions for future research.

Cross-cultural training program on mental health care for refugees - a mixed method evaluation

BackgroundRefugees tend to have a higher risk of mental ill-health and use mental health services less than the native-born population during their first 10 years in Sweden. Intercultural interactions between refugees and mental health professionals have been described as challenging. Cross-cultural training is proposed as one way to improve care for refugees. Evaluations of such training outcomes are sparse. The overall aim of this study was to evaluate Comprehensive Cross-Cultural Training for mental health care professionals in Stockholm, and to assess training outcomes for participants’ perceived knowledge regarding mental health and care for newly arrived refugee patients, asylum seekers and undocumented refugees. In addition, we analysed the dimensionality of the pre- and post-training questionnaires used.MethodsAn embedded mixed-method design was applied. We used pre-and post-training questionnaires (n = 248) and conducted six focus group discussions (FGDs) with mental health professionals after training. Quantitative data was analysed by t-tests and factor analysis, qualitative data was analysed using thematic content analysis.ResultsParticipants experienced gained knowledge and new perspectives in all aspects covered in the training. Training led to participants restructuring their existing knowledge. Those who had reported experience of refugee patients and working with interpreters pre-training in the past month, had higher ratings of perceived knowledge. Post-training, there were no significant changes in perceived knowledge between those with, and those without, experience of refugee patients and working with interpreters. Factor analysis resulted in 3 factors for the pre-training questionnaire, explaining 71% of the covariance, and 4 factors for the post-training questionnaire, explaining 78% of the covariance. Findings from the post-training FGDs, revealed that refugee patients were described as challenging. Also, that training promoted empathy towards refugees and strengthened participants’ professional role.ConclusionsThis cross-cultural training contributed to knowledge development and attitude changes. It was valuable regarding care providers’ professional role. Additional outcomes of the training were that participants not only gained knowledge about refugee mental health care but also restructured their existing knowledge.

Evaluating Military Cross-Cultural Training Programs

Increased emphasis on stability operations, counterinsurgency, and security cooperation during the conflicts in Afghanistan and Iraq resulted in programs to train and educate U.S. military personnel in foreign cultures and intercultural competence. Now, with the shift to great power competition, the Services have reduced or eliminated cultural training and education requirements. Documenting the approaches and lessons from these programs is important to maintain an institutional record for the future, if and when the United States sees the need to better understand the foreign cultures with which and in which its military operates. The present study applied a framework for qualitatively evaluating military cross-cultural training programs based on training science.

Does technology self-efficacy influence the effect of training presentation mode on training self-efficacy?

With the amount of money organizations spend on training, leaders want to be sure they are providing the most effective learning experience possible. Innovative technologies are increasingly finding their way into training, creating new ways to deliver content. This raises questions about whether training presentation modes that vary in technological sophistication affect beliefs individuals form before training even begins. One such belief is training self-efficacy, which is known to influence learning outcomes. This experiment asked participants (N = 229) to review a cross-cultural training program flyer. Participants were randomly assigned to view one of four flyers, which described the training presentation mode as either using comic strips, videos, virtual reality, or did not mention a presentation mode for those in the control condition. Participants were asked to imagine what it would be like to participate in the training. They then completed a training self-efficacy scale measuring confidence in their ability to succeed in the program described on the flyer they reviewed. They also rated their technology self-efficacy. Results revealed technology self-efficacy partially moderated the effects of presentation mode on training self-efficacy. More specifically, people low in technology self-efficacy reacted with the least confidence about being able to learn through videos.

Cultural learning process: lesson from microhistory

PurposeThe purpose of this paper is to examine the cultural learning process (namely, the development, practice and enhancement of cultural intelligence (CQ)) of a successful entrepreneur – Harold Bixby, a Pan American Airways expatriate, as reflected in the memoir of his experiences in China during 1933–1938.Design/methodology/approachThis study adopts a microhistory approach as a methodology for studying history and the past while ultimately requiring evaluations informed by the present. This paper first identifies the literature gap on CQ development and the need to study historical accounts of the past in assessing the CQ development process. This study then outlines the four key foci of microhistory as a heuristic for making sense of on-going and past accounts of selected phenomena.FindingsThis paper finds that specific personality traits (namely, openness to experience and self-efficacy), knowledge accumulation through deep cultural immersion (namely, extensive reading/study, visiting/observation and interacting/conversation), critical incident and metacognition all contributed to Bixby’s CQ development, which was a time-consuming process.Originality/valueThe study contributes to debates around cultural learning and historical organization studies by providing a rich, qualitative study of CQ assessment and CQ development through microhistory. This study highlights the importance of cognitive CQ and the function of extensive reading/studying in the process of knowledge accumulation. This paper draws attention to critical incidents as an underexplored way of learning tacit knowledge. Moreover, this study suggests metacognitive CQ can be enhanced through meditative and reflexive teaching and research practices. These findings have significant implications for cross-cultural training programs.

Situating Race in Cultural Competency Training: A Site of Self-Revelation

Indigenous cross-cultural training has been around since the 1980s. It is often seen as a way to increase the skills and competency of staff engaged in providing service to Indigenous clients and customers, teaching Indigenous students within universities and schools, or working with Indigenous communities (Fredericks and Bargallie, “Indigenous”; “Which Way”). In this article we demonstrate how such training often exposes power, whiteness, and concepts of an Indigenous “other”. We highlight how cross-cultural training programs can potentially provide a setting in which non-Indigenous participants can develop a deeper realisation of how their understandings of the “other” are formed and enacted within a “white” social setting. Revealing whiteness as a racial construct enables people to see race, and “know what racism is, what it is not and what it does” (Bargallie, 262). Training participants can use such revelations to develop their racial literacy and anti-racist praxis (Bargallie), which when implemented have the capacity to transform inequitable power differentials in their work with Indigenous peoples and organisations.

Improving intercultural competency in global IT projects through recognition of culture-based behaviors

The success of global IT projects is highly influenced by culture-based behaviors. Issues between individuals arise when behaviors are (mis-)perceived, (mis-)interpreted, and (mis-)judged by using the perceiver’s expectations, beliefs, and values. Misperception results when the behavior is not anticipated because it would not occur in ones own culture. As a result, behavior should be the starting point for cross-cultural research. But, studies have primarily focused on belief and value systems which are more abstract and less specific than behaviors. This paper presents a study that analyzed cultural behavioral differences between Indian project managers and their counterparts in other countries. The conducted qualitative, semi-structured interviews revealed insights into cross-cultural challenges and shed light on the complex ways that culture-based behaviors impact IT projects. The study identified 127 behaviors that significantly affected project success and cross-cultural cooperation between Indian managers and managers from all over the world. These behaviors were grouped into 19 behavior clusters. Understanding these behavior clusters, and correlating these behaviors to values and beliefs, will improve project collaboration, and inform cross-cultural training strategies. In addition, existing cultural dimensions were reduced in scope, additional dimensions were defined for clarity, and new business-related dimensions were identified. Finally, based on the study’s results, the paper suggests four important components that should be added to cross-cultural training programs for international project managers.

Black Mothers in America

The United States has the highest rate of maternal mortality among high-income countries, despite spending the single-largest percentage of GDP on healthcare. This burden disproportionately afects Black mothers who experience a maternal mortality ratio that is four times that of White mothers. Tis case study demonstrates that the disparities in maternal outcomes between Black and White mothers are rooted in racial discrimination. This racial inequality manifests in part through increased allostatic load as a result of intergenerational experiences of racism; unequal access to high quality insurance coverage; and racial discrimination by healthcare practitioners. Potential interventions to explore include federal and state employment regulations that lessen the socioeconomic barriers preventing Black Americans from accessing quality insurance coverage; crosscultural training programs in healthcare facilities and teaching institutions; and a systematic shif toward holistic models of childbirth. Tough these interventions can serve to diminish the consequences felt on the individual level, collaborative multi-systemic change is necessary to address the social determinants of health that result in poor maternal outcomes on a national level.

Technology Based Assessment of Cross Cultural Training with The Expatriate’s Performance using Structural Equation Model

In order to meet the global demand and face the international competition it has become inevitable for the MNCs to send employees overseas and accomplish the targets. But one of the most important problems that MNCs are troubled with is that of expatriate failure and premature arrival. It is estimated that around 10 to 80 percent of the expatriates sent abroad return back home early. The main reason behind premature return happens to be the cultural diversity and the associated problems faced by the expatriate employees in the host country. Also the lack of proper training to adjust to the changed surroundings makes the employees return back quickly. The expatriate managers face many difficulties and challenges in different forms. They can handle these difficulties only when they are properly prepared for the same through sound cross cultural training. The study includes the qualitative in depth interview with a specific pattern of questionnaire approaching both the employees and their supervisors to understand the effectiveness of cross-cultural training programs on the performance and adjustment levels of the expatriates in the host country. It also focuses on the approaches in the cross-cultural training programs and on the skills needed for effective cross-cultural communication

A mixed-method evaluation study of a comprehensive cross-cultural training program in Stockholm

Abstract Background Global migration and increasingly diverse populations poses new challenges to mental health services. Cultural differences between refugees and mental health professionals and lack of cultural competency is described as challenging. Cross-cultural training has been proposed as one way to reduce these problems. There are few evaluations on cross-cultural mental health training outcomes. Between 2016-2018, 13 one-day cross-cultural training interventions was implemented in Stockholm to equip mental health professionals to respond to mental health needs in a time of high influx of refugees. Objectives To evaluate a comprehensive cross-cultural training program regarding participant’s knowledge development, their experiences and views of the training - and their perceptions about their capacity to deliver mental care to refugee patients. An embedded mixed-method design was applied. We used before and after training questionnaires (n = 248) and conducted six focus group discussions (FGD) with mental health professionals. Quantitative data were analyzed by paired t-test and factor analysis, qualitative data were analyzed by thematic content analysis. Preliminary results Before the training, significant differences of mean knowledge was found (p = 0.004) among participants. Principle axis Factoring resulted in 3 factors before and 4 factors after the training, explaining 78% of the covariance. Findings from the after training FGDs, revealed that refugee patients were described as different and challenging, and little was known about the reality they live in. The training contributed to a better understanding of migration, integration and refugee health- as well as the role of culture. Further, it promoted empathy and professional self-reflections. Conclusions Cross-cultural training can contribute to knowledge development, attitude changes and also be valuable for care provider’s professional role. Key messages Training mental health professional in cross-cultural issues may facilitate improved quality of care to refugee groups. The training can also strengthen participants in their professional role.

Utilizing the U-Curve Model to Assess Cross-Cultural Training Programs for Low Context Expatriates Working in a High Context Culture

This study investigated the adequacy of cross-cultural programs to prepare expatriates to work in high context culture. Lysgaard (1955) U- curve adjustment theory was used as a logical theoretical platform for discussing the cross-cultural adjustment process for the expatriates in the pre-departure and post arrival stages. Results from empirical studies highlighted that five elements that should be included in the cross-cultural training programs. The five elements of anticipatory adjustment, cultural distance, cultural congruency, modes and methods and cultural diversity training would make training programs more suitable and be instrumental in improving expatriate’s performance and completion of foreign assignments.

How ethnographic research can help conceptualize expatriate acculturation

PurposeThe purpose of this paper is to show how the theory of researcher positionality can help international business researchers and human resource managers clarify the ideal position of the expatriate in relation to host country nationals (HCNs), so that selection and cross-cultural training (CCT) can be more targeted and assignment specific.Design/methodology/approachThis is a conceptual paper linking positionality theory and the methodological practice of reflexivity from ethnographic research and other social sciences to the research of expatriate acculturation.FindingsThis conceptual paper outlines theory from ethnographic research that, when applied to expatriate selection and acculturation, increases the field’s understanding of the expatriate’s position in relation to HCNs. This theory practically informs selection criteria, CCT programs and support plans as they pertain to specific international assignments. A novel theoretical model is then proposed.Research limitations/implicationsThis paper is conceptual in nature. Empirical research is needed to test the value of this paper and its proposed positionality gap model (PGM) model.Practical implicationsThe research and conceptual model proposed in this paper has the potential to improve how multinational enterprise (MNE) managers conceptualize expatriate assignments, expatriate selections and expatriate CCT leading to more effective work and value added to stakeholders.Social implicationsThe PGM model proposed in this paper highlights the value of HCN’s culture and preferences as input for selection and CCT of an expatriate worker and contributes to the body of literature that views expatriation with multiple stakeholder perspectives.Originality/valueThis paper’s originality stems from the application of a well-understood phenomenon in ethnographic research and other social sciences to expatriate acculturation. The common practice of reflexology and theory of positionality can clarify the ideal position for an expatriate in relation to the MNE and HCNs for both researchers and practitioners.