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We present findings from a qualitative study with 28 participants of the dyadic intercultural communication tensions professionals experience in Face-to-Face (FTF) and Computer-Mediated Communication (CMC) workplace interactions. We identify four categories of intercultural communication tensions that emerged most frequently in our dataset including range of emotional expression, level of formality, "fixed" versus flexible appointments and task versus social-orientation. We discuss how these tensions manifested in FTF and CMC media and unravel the ways media supports or hinders intercultural communication. We present the adaptations participants made to mitigate such tensions and offer implications for design. Our findings demonstrate that the most frequently occurring intercultural communication tensions manifested in both FTF and CMC, regardless of the medium used. This indicates that cultural communication challenges will persist no matter the medium, highlighting the opportunity for technologies to better support workplace intercultural communication.

Global virtual teams experience intercultural conflict. Yet, research on how Computer-Mediated Communication (CMC) tools can mitigate such conflict is minimal. We conducted an experiment with 30 Japanese-Canadian dyads who completed a negotiation task over email. Dyads were assigned to one of three conditions: C1) no feedback; C2) automated language feedback of participant emails based on national culture dimensions; and C3) automated language feedback (as in C2), and participants' shared self-reflections of that feedback. Results show Japanese and Canadian partners interpreted the negotiation task differently, resulting in perceptions of intercultural conflict and negative impressions of their partner. Compared to C1, automated language feedback (C2) and shared self-reflections (C3) made cultural differences more salient, motivating participants to empathize with their partner. Shared self-reflections (C3) served as a meta-channel to communication, providing insight into each partner's intentions and cultural values. We discuss implications for CMC tools to mitigate perceptions of intercultural conflict.

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