Reconceptualizing Cultural Identity and Its Role in Intercultural Business Communication

Abstract

To complement past emphasis on understanding other cultures, the field of intercultural business communication needs a stronger focus on understanding oneself. Cultural identity is an individual's sense of self derived from formal or informal membership in groups that transmit and inculcate knowledge, beliefs, values, attitudes, traditions, and ways of life. A broad conception of cultural identity should not privilege nationality but instead should balance components related to vocation, class, geography, philosophy, language, and the social aspects of biology. Cultural identity changes over time and evokes emotions. It is intertwined with power and privilege, affected by close relationships, and negotiated through communication. The proposed model of cultural identity highlights components directly related to business, such as economic class and professional affiliation, and demonstrates how culture not only connects people but also defines them as unique individuals. This model can expand research and enrich teaching in intercultural business communication.

Breaking the mould: profiles of six pioneer trainee or beginning teachers

“…An approach which recognises the several identities but sees them as part of a layer, one or more of which is dominant at any one time, also fails to recognise that individuals see themselves as having integrated identities (Jameson, 2007). She argues for an approach that: '…integrates social elements, accounts for change over time, acknowledges the impact of power and privilege, recognises the role of emotion, and relates identity to communication.…”

Culture Identity in Intercultural Business Communications

“…"Cultural identity is an individual's sense of self derived from formal or informal membership in groups that transmit and inculcate knowledge, beliefs, values, attitudes, traditions, and ways of life" (Jameson 199 [6] ). As mentioned earlier, distinction is the major meaning of culture identity.…”

Control, Communication, and Knowledge-Building in Asian Call Centers

“…A shared language can mean a shared corporate language and identity, as well as a shared cultural and linguistic approach to English (Jameson, 2007). Existing organizational structures can be prohibitive of genuine collaboration, and can inhibit the connections in language and culture needed for workers to engage in collaboration (Amidon & Blythe, 2008;Hart-Davidson et al, 2008).…”