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Theoretical Foundations of Intercultural Competence

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Intercultural Competence in Organizations

Part of the book series: Management for Professionals ((MANAGPROF))

Abstract

A theory is a tool that helps to provide an exploratory foundation to the phenomenon under investigation. Since one of the main functions of intercultural competence is to minimize misunderstandings among culturally diverse individuals, the theoretical foundation appropriate for intercultural competence research and practice should be able to explain cultural variations among people and clarify how cultural uncertainty and anxiety can be managed. This chapter presents the foundational assumptions of culture and cultural studies, introduces the Uncertainty Reduction Theory as the foundational theory for intercultural competence investigation, and puts forward the premises of common models of intercultural competence research: overseas performance model, intercultural adjustment model, and intercultural effectiveness model. This chapter also explains the cultural context of organizations, including communication context richness, power distance, individualism and collectivism, uncertainty avoidance, and performance or competitiveness.

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    Alex Matveev

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Further Reading

Further Reading

  • Cui, G., & Awa, N. E. (1992). Measuring intercultural effectiveness: An integrative approach. International Journal of Intercultural Relations, 16, 311–328.

  • Dainton, M., & Zelley, E. D. (2010). Applying communication theory for professional life: A practical introduction. Thousand Oaks, CA: Sage.

  • Dinges, N. G., & Lieberman, D. A. (1989). Intercultural communication competence: Coping with stressful work situations. International Journal of Intercultural Relations, 13, 371–385.

  • Hofstede, G. (1996). Cultures and organizations: Software of the mind. Intercultural cooperation and its importance for survival. New York: McGraw-Hill.

  • Kealey, D. J., & Protheroe, D. R. (1996). The effectiveness of cross-cultural training for expatriates: An assessment of the literature on the issue. International Journal of Intercultural Relations, 20(2), 141–165.

  • Matveev, A. V., & Nelson, P. E. (2004). Cross cultural communication competence and multicultural team performance: Perceptions of American and Russian Managers. International Journal of Cross Cultural Management, 4(2), 253–270.

  • Oberg, L. (2009). Culture shock and the problem of adjustment to the new cultural environments. Presentation at the World Wide Classroom Consortium for International Education & Multicultural studies.

  • Wiseman, R. L., Hammer, M. R., & Nishida, H. (1989). Predictors of intercultural communication competence. International Journal of Intercultural Relations, 13, 349–370.

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Matveev, A. (2017). Theoretical Foundations of Intercultural Competence. In: Intercultural Competence in Organizations. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-45701-7_2

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