The cross-country measurement invariance of the Business Cultural Intelligence Quotient (BCIQ)

Vélez-Calle, Andrés; Román-Calderón, Juan Pablo; Robledo-Ardila, Cristina

doi:10.1177/1470595817750684

Cited by 7 publications

(8 citation statements)

References 36 publications

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“…Our combined knowledge on cultural differences, cultural intelligence and cross-cultural teams as well as the way cultural interactions can be managed and, more importantly, what can be learned from the proper integration of local and indigenous knowledge into international and global processes can all make a huge difference. Articles in the current issue such as Chuapetcharasopon et al (2018) on culturally diverse teams, Gomez and Taylor (2018) on conflict resolution and Velez-Calle (2018) on cultural intelligence all have something to offer here. However, there is a caveat to this.…”

Section: The Relevance Of Cross-cultural Management Studies As An Appmentioning

confidence: 99%

Why is the cross-cultural management of food security important?

Jackson¹

2018

Int'l Jnl of Cross Cultural Management

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Editorials in IJCCM are quite often not about what is contained within our journal, but about what is missing. There are issues that are often not explored by our authors. There are contexts, which although significant within global markets, are ignored by cross-cultural management scholars, often to the detriment of theory building. There are real-world issues that could be addressed if our discipline were more inclusive. Editorials are often about questioning the importance and relevance of cross-cultural management studies. Is cross-cultural management scholarship useful? Does it address important issues? Do scholars attend to the big issues of the day? Are they involved with a wider stakeholder base beyond looking at the needs of MNCs operating across the world? Food security is a big issue in the world today. It is second on the list of the United Nations' (UN's) 17 Sustainable Development Goals after ending poverty. It is an issue that has to be managed. It has to be managed internationally and managed across cultures. However, it is difficult to find any consideration of cross-cultural management in the literature or policy on food security, as indeed it is difficult to find studies of food security management in the cross-cultural management literature. From the UN (2017), we are told that 'Ending hunger demands sustainable food production systems and resilient agricultural practices'. With an emphasis, quite rightly on Southern Asia and Africa, we might forget that this is a serious issues affecting communities around the world, and at the individual level intimately connected to the rise in poverty and inequality. The rise of food banks in the Western world apart, this is a global issue that has to be managed internationally and across cultures. It involves international supply and distribution chains. These have to be managed across cultural contexts. One of the leading books on global food security (Mergos and Papanastassiou, 2017: v-vi) asserts in its preface that food security issues are of increased concern because '. .. the global terrain is different' and '. .. the challenge needs to be met on all levels of the political system, that is, institutions of supra-national governance, national governments and sub-national actors'. Although there has been efforts at UN level, there appears to be a vacuum at 'national, sub-national or even household levels due to its complexity and the difficulties encountered at policy analysis and design'. So, what needs to be managed, and why does this need to be managed cross-culturally? Managing Ghana's rice production inappropriately Rice is one of the Ghana's biggest imports (The Guardian, 2013a), as it is in the rest of West Africa.

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Section: The Relevance Of Cross-cultural Management Studies As An Appmentioning

confidence: 99%

Why is the cross-cultural management of food security important?

Jackson¹

2018

Int'l Jnl of Cross Cultural Management

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“…Typical performance outcomes are often broadly defined, for example, as effective interaction, success, functioning, and appropriate behavior in cross-cultural contexts (e.g. Charleston et al, 2018; Li, 2020; Velez-Calle et al, 2018). Outcomes commonly measured in cross-cultural work settings, such as adaptability (Lima et al, 2016; Matsumoto and Hwang, 2013), adjustment (Chen et al, 2014; Okpara, 2016), and job performance (e.g.…”

Section: Introductionmentioning

confidence: 99%

Development of cross-cultural performance criterion measures: Critical issues and practical solutions

Kochert

Kirshenbaum

Bigerton

et al. 2022

Int'l Jnl of Cross Cultural Management

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There is a need to carefully evaluate the criteria used to measure cross-cultural performance. Research on criteria measurement development for cross-cultural performance is needed because the current literature lacks clear, well-defined criteria and means to measure it well. This article aims to bridge that gap in three ways. First, we highlight five critical issues that should be considered with regard to cross-cultural performance. These five critical issues include: criterion conceptualization, rater source, standardization, retrospective versus in-situ ratings, and rater usability. Along with a discussion of each issue, techniques are presented to address each issue. Second, to illustrate and improve upon these issues, we present a case study on the development of cross-cultural performance as a criterion concept and corresponding criterion assessment tools in a military context. Specifically, we demonstrate how we defined a cross-cultural performance taxonomy used to develop measurable performance-based criteria. We describe a large-scale criterion development effort conducted to systematically develop and validate two criterion measures of cross-cultural performance used in military training contexts that simulate real-world situations. Third, in an effort to guide and focus how the cross-cultural performance space is defined, we recommend various approaches to future cross-cultural performance criteria development.

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“…Successful business interaction with colleagues, clients, partners or investors representing different cultures requires developed cultural intelligence [5]. Among the key concepts providing theoretical backgrounds for cross-cultural interaction, we should mention the Hofstede 6-D model, Lewis model and project GLOBE.…”

Section: Introduction June 17th 2022 the European Commission Recommen...mentioning

confidence: 99%

European values and effective business interaction

Fleșeriu¹,

Jerónimo²,

Tamulevičiūtė-Šekštelienė³

et al. 2022

SEDU

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This paper intends to understand the organisational values in different countries across Europe, using the Hofstede 6-D model, and apply them to realise the best strategies for effective interactions between Ukrainians and the rest of Europe, regarding the European Union commitment to accept Ukraine as a member in the future. This research compares the national values and determines clusters of countries, which have similar values regarding organisational action and structure, and searches for any correlation between clusters' values and the countries' positions in the rank of European Chamber for businesses. Regarding the results, the paper establishes which countries are culturally more similar to Ukraine, and also which values are predominant in the most successful countries. Finally, the paper points to a trending set of ideas and organisational values that Ukrainian businesses and organisations must pay attention to within the cultural framework of their future European Union partners.

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The cross-country measurement invariance of the Business Cultural Intelligence Quotient (BCIQ)

Cited by 7 publications

References 36 publications

Why is the cross-cultural management of food security important?

Why is the cross-cultural management of food security important?

Development of cross-cultural performance criterion measures: Critical issues and practical solutions

European values and effective business interaction

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