The article deals with intercultural business communication challenges that complicate discourses in multinational organizations. The article explores the cultural incompatibility problems with their corresponding cultural dimensions extracted from the seminal theories of intercultural management to identify training needs for multinational managers. The fulcrum of this work rests on the salient value orientations that lead to communication collapses when managers from different countries fail to accomplish optimal cultural attunement in their narratives and script their conversations with ethnocentric biases. To counter these debilitating stressful intercultural conversations, the author presents an innovative training solution of a “20-20 culture-communication template tool” for coaching managers for effective production of ethno-relative dialogues across diverse geo-cultural economies. This culture tool uses a 20-point culture questionnaire format with the complementary application apparatus of 20 culture sensitivity programs that organizations can undertake for a quick tutoring of multinational managers for forging successful intercultural coalitions in plural work spaces.
AbugreJ. B. (2016). The role of cross-cultural communication in management practices of multinational companies in Sub-Saharan Africa. In KazeroonyH. H.Du PlessisY.PuplampuB. B. (Eds.), Sustainable management development in Africa: Building capabilities to serve African organisations (pp. 123-140). Routledge.
2.
BennettR.AstonA.ColquhounT. (2000). High impact training: Forging leaders in the global frontier. Human Resource Management, 39(2–3), 173–184.
3.
BradfordL.AllenM.BeisserK. R. (2000). Meta-analysis of intercultural communication competence research. World Communication, 29(1), 28-51.
4.
CaligiuriP.TariqueI. (2006). International assignee selection and cross-cultural training and development. In StahlG. K.BjörkmanI. (Eds.), Handbook of research in international human resource management (pp. 302-326). Edward Elgar.
5.
CegalaD. J. (1981). Interaction involvement: A cognitive dimension of communicative competence. Communication Education, 30(2), 109-121.
6.
CristianS.RalucaI. O. (2010). Beyond the borders of globalization EU-Africa, economy and conflict. Annales Universitatis Apulensis Series Oeconomica, 12(2), 589-593.
7.
De CieriH.DowlingP. J. (2006). Strategic international human resource management in multinational enterprises: Developments and directions. In StahlG. K.BjörkmanI. (Eds.), Handbook of research in international human resource management (pp. 15-35). Edward Elgar.
8.
DewaldB.SelfJ. T. (2008). Cross cultural training for expatriate hotel managers: An exploratory study. International Journal of Hospitality & Tourism Administration, 9(4), 352-364.
9.
Du-BabcockB. (2006). Teaching business communication: Past, present, and future. Journal of Business Communication43, 253-264.
10.
EdwardsT.ReesC. (2006). International human resource management: Globalization, national systems and multinational companies. Financial Times/Prentice Hall.
11.
HallE. T.HallM. R. (1989). Understanding cultural differences. Intercultural Press.
12.
HangesP. J.DicksonM. W. (2004). The development and validation of the GLOBE culture and leadership scales. In HouseR. J.HangesP. J.JavidanM.DorfmanP. W.GuptaV. (Eds.), Culture, leadership, and organizations: The GLOBE study of 62 societies (pp. 122-151). SAGE.
13.
HindsP.MortensenM. (2005). Understanding conflict in geographically distributed teams: An empirical investigation. Organization Science, 16, 290-307.
14.
HofstedeG. (2011). Dimensionalizing cultures: The Hofstede model in context. Online Readings in Psychology and Culture, 2(1), 1–26. https://doi.org/10.9707/2307-0919.1014
15.
ImahoriT. T.LaniganM. L. (1989). Relational model of intercultural communication competence. International Journal of Intercultural Relations, 13(3), 269-286.
16.
InksonT. A. (2009). Communicating, negotiating, and resolving conflicts across cultures. Berrett-Koehler, pp. 84-106.
17.
KayworthT. R.LeidnerD. E. (2002). Leadership effectiveness in global virtual teams. Journal of Management Information Systems, 18, 7-40.
18.
KluckhohnF. R.StrodtbeckF. L. (1961). Variations in value orientations. Greenwood.
19.
LevinaN.VaastE. (2008). Innovating or doing as told? Status differences and overlapping boundaries in offshore collaboration. MIS Quarterly, 32, 307-332.
20.
LewickiR.BarryB.SaundersD. (2007). Essentials of negotiation (4th ed.). McGraw-Hill Irwin.
21.
MacduffI. (2006). Your pace or mine? Culture, time, and negotiation. Negotiation Journal, 22(1), 31-45.
22.
MatveevA. V.NelsonP. E. (2004). Cross cultural communication competence and multicultural team performance: Perceptions of American and Russian managers. International Journal of Cross Cultural Management, 4, 253-271.
23.
McCroskeyJ. C.RichmondV. P. (1990). Willingness to communicate: Differing cultural perspectives. Southern Journal of Communication, 56(1), 72-77.
24.
NisbettR. E. (2003). The geography of thought. Free Press.
25.
O’RourkeJ. S. (2010). Management communication (4th ed.). Prentice-Hall.
26.
OxleyJ. E.SchnietzK. E. (2001). Globalization derailed? Multinational investors’ response to the 1997 denial of fasttrack trade negotiating authority. Journal of International Business Studies, 32, 479-496.
27.
PengS. (2006). A comparative perspective of intercultural sensitivity between college students and multinational employees in China. Multicultural Perspectives, 8(3), 38-45.
28.
RaiA.MarupingL. M.VenkateshV. (2009). Offshore information systems project success: The role of social embeddedness and cultural characteristics. MIS Quart, 33, 617-641.
29.
RubenB. D. (1976). Assessing communication competency for intercultural adaptation. Group & Organization Studies, 1(3), 334-354.
30.
SpectorP. E.CooperC. L.PoelmansS. (2004). A cross-national comparative study of work-family stressors. Personnel Psychology, 57, 119-147.
31.
SpitzbergB. H.ChangnonG. (2009). Conceptualizing intercultural competence. In DeardorffD. K. (Ed.), The SAGE handbook of intercultural competence (pp. 2-52). SAGE.
32.
Ting-ToomeyS.OetzelJ. G. (2001). Communicating effectively in multicultural contexts: Managing intercultural conflict effectively. SAGE.
33.
TrompenaarsA. (1993). Riding the waves of culture: Understanding cultural diversity in business. The Economist Books, p. 275.
34.
WisemanR. L.HammerM. R.NishidaH. (1989). Predictors of intercultural communication competence. International Journal of Intercultural Relations, 13(3), 349-370.
35.
XieA.RauP. L. P.TsengY. (2008). Cross-cultural influence on communication effectiveness and user interface design. International Journal of Intercultural Relations, 33, 11-20.
36.
ZaidmanN.BrockD. M. (2009). Knowledge transfer within multinationals and their foreign subsidiaries: A culture-context approach. Group & Organization Management, 34, 297-329.
37.
ZhangT.ZhouH. (2008). The significance of cross-cultural communication in international business negotiation. International Journal of Business and Management, 3(2), 103-109.
38.
ZimmermannA. (2011). Interpersonal relationships in transnational, virtual teams: Towards a configurational perspective. International Journal of Management Reviews, 13, 59-78.
