Organizational Cross-Cultural Competence

Abstract

The present study was designed to assess the viability of developing quantitative measures of cross-cultural competence as an emergent organizational-level construct using samples of military organizations. Cross-cultural competence has predominantly been discussed as an individual-level construct but has not been extensively assessed as an organizational-level phenomenon. A synthesis of the cross-cultural competence, organizational intelligence, and multilevel analysis literatures was used to construct a theoretical basis for organizational cross-cultural competence and the development of quantitative measures of the construct. Based on this synthesis, three strategies were identified for assessing cross-cultural competence at the organizational level of analysis. Three studies were conducted to test these three strategies, each of which was supported empirically through the successful generation of interpretable organization-level scales and subscales. In a fourth study, each of the organization-level measures developed in Studies 1, 2, and 3 was found to be related to organization-level indices of organizational climate, perceived organization effectiveness, and cohesion.Cross-cultural competence has been treated traditionally as an individual-level characteristic that is assessed, trained, or incorporated in models of overseas adjustment and performance using measures and techniques similar to other individual difference constructs such as leadership or emotional intelligence (e.g., Black, Gregersen, & Mendenhall, 1992). However, cross-cultural competence as exhibited by organizations at a "meso-level" level of analysis has received little attention in the literature (e.g., Gröschke, 2010;Janssens & Brett, 2006;Moon, 2010). A rapidly developing body of research identifies attitudinal attributes, knowledge, and skills that facilitate individuals' successful adaptation to and performance in novel cultural settings (e.g.

Leadership and Cultural Competence of Healthcare Professionals

“…Champions of cultural competence or, in other words, influential leaders in cultural competence have been recommended as organizational strategies to support the development of cultural competence at the organizational level ( Chrisman, 2007 ). Despite this acknowledgment of the importance of organizational factors, there have been very few empirical studies assessing the practical effects of such organizational factors on cultural competence ( van Driel & Gabrenya, 2013 ). To our knowledge, our study is one of the first to assess the influence of the cultural competence of leaders on the cultural competence of the healthcare staff.…”

Fostering longevity attitudes in women expatriates: the role of general and targeted types of organizational support

“…Alternatively, a low-OCQ organization might fail to train employees to display basic cultural etiquette, resulting in awkward cultural gaffes when meeting local clients. Research shows that OCQ can aid strategic efforts given demonstrated relationships with increased international strategic alliances (Yitman, 2013) and perceived organizational effectiveness and cohesion (van Driel & Gabrenya, 2013).…”

Measuring organizational cultural intelligence

“…Researchers established some support for a two-factor model, despite inherent methodological challenges that limited the utility of the scale. Van Driel's research was extended by van Driel and Gabrenya (2013) with four studies. In each, they used individual-level data to assess organizational-level phenomenon.…”

“…van Driel and Gabrenya (2013) The organization actively seeks cultural knowledge 17. Moon (2010) The organization has a process in place to facilitate cultural learning 18.…”

“…One important, foundational requirement to conducting research at this level of analysis includes the development of a validated scale whereby researchers can accurately measure the organizational level of CQ. Van Driel and Gabrenya (2013) suggested that "the creation of organization-level cross-cultural competence measures is a viable direction for future research" (p. 20). Therefore, the purpose of this present study included developing a scale to operationalize CQ at the organizational level of analysis by building on the conceptual model espoused by Ang and Inkpen (2008).…”