n-Culturals, the next cross-cultural challenge

Abstract

This article advances current conceptualizations of multicultural identities by identifying constituent elements of multicultural identity as knowledge, identification, internalization and commitment. This new conceptualization is labeled n-Culturalism, and posits that there are individuals who operate at the intersection of multiple cultures by maintaining salience of their multiple cultural identities. We illustrate that n-Culturals are assets to organizations because they are creative synthesizers that are able to facilitate organizational goals, and can also serve as models for others who are struggling in a multicultural environment. This article provides some solutions to managing multicultural challenges in organizations, such as conflicting values and identities. It also offers solutions on how individuals and organizations can leverage their identities in relation to the multiculturalism continuum to achieve desired workplace outcomes. Further, we introduce the Multicultural Mentor Modeling Program for organizations, which, if implemented, can help struggling multiculturals to address challenges in their social cognition, and to develop appropriate and effective behaviors in and outside of the workplace.

Double edge experiences of expatriate acculturation

“…In the field of acculturation, works have differentiated individuals according to their cultural background and involvement. For this paper, we establish a number of multiculturalism identities based on previous literature (Benet-Martínez, 2012;Brannen and Thomas, 2010;Pekerti et al, 2015;Pekerti and Thomas, 2016) to describe individuals and make sense of who they are in the acculturation process. Mono-culturals are individuals who identify and internalize one culture only.…”

“…Recent works (Pekerti et al, 2015;Pekerti and Thomas, 2016) suggest that multiculturalism at the individual level exists on a continuum whereby each multicultural identity exists based on the extent to which the subordinate elements of knowledge, identification, internalization and commitment are present. The implication of this continuum is that apart from mono-culturals, individuals who are bi-, multi-and n-culturals go through different acculturation process; specifically they have to manage two or more sets of values, attitudes and beliefs.…”

“…Bright side of managing multi-identities. An additional potential byproduct of multicultural experiences and acculturation, apart from skills development, is developing the capability to manage multi-identities (Pekerti et al, 2015;Pekerti and Thomas, 2016). Berry and Sam (1997) claimed that a bicultural way of life is the result of an individual's determination to retain identification and involvement with one's heritage culture, while allowing themselves to identify with, adopt and participate in a new culture.…”

“…Hence, it is a mechanism through which organizations can help to manage and leverage multi-cultural individuals in their workforce. In short, mentoring helps mentees alleviate acculturative stresses by creating awareness of multiple boundaries in the environment in which one currently works and/or lives (Pekerti et al, 2015).…”

Early Immersive Culture Mixing

“…Scholars are increasingly advocating a view of culture that emphasizes the possible mixture or synthesis of elements from different cultures, reflected in ideas such as ambiculturalism (Chen, 2014), polyculturalism (Morris, Chiu, & Liu, 2015), and n-culturalism (Pekerti, Moeller, Thomas, & Napier, 2015). These concepts refer to an orientation or strategy chosen by the individual to actively integrate or balance multiple cultures, and therefore look at multiculturals from the point of view of their conscious approach.…”