Reconsidering intercultural (communication) competence in the workplace: a dialectical approach

Martin, Judith N.; Nakayama, Thomas K.

doi:10.1080/14708477.2014.985303

Cited by 66 publications

(59 citation statements)

References 68 publications

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“…Studies that is written as a book review (Snow, 2015;Weng, 2015); conducted at other institution such as mental health service (Bourjolly, Sands, Solomon, Stanhope, Pernell-Arnold, & Finley 2005); or community base ( Barker, 2015), employed teachers rather than students (Ngai & Janusch, 2015); implemented for real situation like tourism (Kirillova, Lehlu, Ces, 2015) & for workers (Martin & Nakayama, 2015); Study that investigating survey on willingness to engage in intercultural interactions (Kassing, 2009) and studies conducted before 2009 ( Wasonga & Piveral, 2004) were not included.…”

Section: Methodsmentioning

confidence: 99%

Intercultural Communication at Higher Education Context: Portraits and Practices

Wello

Nur

Azis³

2017

ijole

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Intercultural communication focuses on the importance of understanding other's language and cultural background in order to create appropriate and effective communication. This article reviews several studies on intercultural competence from five different countries. The objective of this review is to present research from different context, models of intercultural communication developed in those settings and possible adaptive models to develop in Indonesian higher educational settings. Data were obtained from a careful review of international articles on the study of intercultural communication using inclusion and exclusion criteria. Result of the review reveals that culture is still the biggest issue that could block effective and relevant communication. For that reason, intercultural communication, (IC) positively contribute to the development of cultural sensitivity and is open for adaptation to work in different context. Suggestions on effective model of intercultural education at university level and applicable sample of collegial relationship among academics are also provided.

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Section: Methodsmentioning

confidence: 99%

Intercultural Communication at Higher Education Context: Portraits and Practices

Wello

Nur

Azis³

2017

ijole

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“…Therefore, attracting prospective customers can be the critical difference between the organization surviving or dying out. Employees working in the marketing section for example, if they form a diverse age group pool can be matched up with diverse markets and can make the customers feel at home with their unique products through their holistic understanding of the customers differences (Martin and Nakayama, 2015). Younger employees would be biased towards markets with young customers who are excited by technologically related products, middle aged employees would do well in markets with investment related products, while their aging counterparts will be best suited to markets related to health and low risk investments.…”

Section: Benefits Of Age Diversity In Organizationsmentioning

confidence: 99%

“…An organization's with diverse customers can greatly benefit from age diversity because it activates a smooth communication process (Trittin and Schoeneborn, 2015). The customer service section is amongst the most important sections where active communication process is required (Martin and Nakayama, 2015). Organizations that have a wide pool of age diverse employees with skills and experience can provide service to customer in a global basis.…”

Section: Effective Communicationmentioning

confidence: 99%

Searching for Common Threads: Understanding the Role of Age Diversity in Organizational Performance

Mande¹

2019

theijbm

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Diversity Cox (2001) defines workforce diversity as the variation of social and cultural identities among people existing together in a defined employment or marketing setting. William and O'Reilly (1998) also defines workforce diversity as the degree of heterogeneity among team members on specified demographic dimensions, their theory aiming to explain how such heterogeneity affects team processes and performance. Thomas and Ely (1996) explains that workforce diversity should be understood as the varied perspectives and approaches to work, that members of different identity groups bring. They add that it refers to the coexistence of employees from various social-cultural backgrounds within the company. Workforce diversity therefore requires a type of organizational culture in which each employee can pursue his or her career aspirations without being inhibited by age, gender, race, nationality, religion, physical ability or other factors that are irrelevant to performance (Bryan, 1999). Employee diversity is therefore a concept that recognizes the benefits to be gained from differences. It differs from equal opportunity, which aims to legislate against discrimination, and it assumes that people should be assimilated into the organization, and often relies on affirmative action. Thus managing diversity means understanding its effects and implementing behaviors, work practices and policies that respond to them in an effective way (Cox, 2001). 1.2. Workforce Diversity Management According to Scott and Byrd (2012) workforce diversity management has emerged as a power strategy for handling diversity issues. Valuing and managing diversity is becoming more and more essential for delivering higher level of performance and creativity, enhancing problem solving and decision making. Scott and Byrd (2012) citing Roosevelt (1990) argue that workforce diversity management does not mean containing, controlling or stifling diversity rather it means management recognizing the utility of every feature of diversity and tapping the potentials. Evans and Henry (2007) on the other hand defined workforce diversity management as a planned methodical commitment of an organization to attract, recruit and retain a heterogeneous group of people. Managing workforce diversity means enabling employees to make use of their full potentials by making the work environment an equitable. Organizational leaders are therefore responsible for creating effective diversity policies and ensuring its implementation. To effectively manage workforce diversity means they must work to ensure that unfair discriminations are eliminated within the work environment (Robbins and Judge, 2013). Top executives play the role of communicating the value of diversity and a

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“…As a result, the dialectical approach, synthesizing the advantages of the above three approaches, is proposed. Martin and Nakayama (2009) say that the dialectical approach emphasizes the processual, relational, and contradictory nature of intercultural co mmunication, wh ich encompasses many different kinds of intercultural knowledge [3].…”

Section: An Overview Of Intercultural Communicaitonmentioning

confidence: 99%

“…These approaches based on different fundamental assumptions about human nature, human behavior, and the nature of knowledge [3]. The social science approach believes the predictability of culture.…”

Section: An Overview Of Intercultural Communicaitonmentioning

confidence: 99%

On the Explanatory Power of Chaos Theory to Intercultural Communication

Li¹

2016

Proceedings of the 2016 International Conference on Arts, Design and Contemporary Education

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Abstract-The features such as nonlinearity, instability and uncertainty etc. of chaos theory show a great relevance to the study of intercultural communication. Therefore, analyzing intercultural communication under the guidance of chaos theory not only shed light on communication barriers, language change, cultural difference and so on but also provide a new perspective of studying intercultural communication.

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Reconsidering intercultural (communication) competence in the workplace: a dialectical approach

Cited by 66 publications

References 68 publications

Intercultural Communication at Higher Education Context: Portraits and Practices

Intercultural Communication at Higher Education Context: Portraits and Practices

Searching for Common Threads: Understanding the Role of Age Diversity in Organizational Performance

On the Explanatory Power of Chaos Theory to Intercultural Communication

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