The intercultural communication motivation scale: An instrument to assess motivational training needs of candidates for international assignments

Kupka, Bernd; Everett, André M.; Atkins, Stephen; Mertesacker, Marion; Walters, Lynne Masel; Walters, Tim; Graf, Andrea; Hill, L. Brooks; Dodd, Carley H.; Bolten, Jürgen

doi:10.1002/hrm.20312

Cited by 12 publications

(17 citation statements)

References 86 publications

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“…Of the 189 articles in our review, 40 (21%) did not present any explicit practical implications. In most of these cases, the articles were focused on a topic more closely aligned with academia, such as scale development and validation (e.g., Kupka et al, 2009). Interestingly, these were focused on expatriates (e.g., Taylor and Napier's (2001) study of American women in Turkey).…”

Section: Practical Implications Of the Reviewed Articlesmentioning

confidence: 99%

Similarities and differences in international and comparative human resource management: A review of 60 years of research

Sanders

Cieri

2020

Human Resource Management

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In this article, we review similarities and differences in articles in the research field of international and comparative human resource management (HRM), published in Human Resource Management over the past 60 years. The extensive review and analysis, based on 189 conceptual articles, reviews, and empirical studies, identified several trends. First, the two distinct research streams in this research field (HRM in MNEs and comparative HRM) have grown over the decades and moved from conceptual articles in the beginning to almost exclusively empirical studies in more recent years. Second, in addition to the two research streams, in more recent years we identified a third research stream that combines elements of HRM in MNEs and comparative HRM research. Third, the research field has become more feminized, with an increasing number of female (first) authors, and has become more international, with more authors affiliated with non‐US universities in the more recent time periods. Finally, while the research streams show some differences in the content of their research, we do not find evidence that the streams developed in isolation. Based on our analysis, we provide suggestions for future research on international and comparative HRM and identify current implications for HR practitioners.

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Section: Practical Implications Of the Reviewed Articlesmentioning

confidence: 99%

Similarities and differences in international and comparative human resource management: A review of 60 years of research

Sanders

Cieri

2020

Human Resource Management

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“…Item CB4 specifically reflects the required awareness of societal forces and power hierarchies (Martin & Nakayama, 2015) in the highly dynamic, fluid, and changeable communication scenarios. The items involved in the CM dimension center about communicators' attention to differences in paralinguistic behaviors, communication attitude, anxiety, and efficacy, which echoes Kupka et al's (2009) study on the ICMS including three dimensions: IC anxiety, IC trust, and IC self-efficacy.…”

Section: Contributions and Implicationsmentioning

confidence: 84%

“…The Likert-type scale is applied most widely for measuring international business practitioners' self-perceived intercultural competence or related constructs. Among the scales tailored for international business practitioners, some measures demonstrate sound validity and reliability such as Cultural Intelligence Scale (CQS; Ang et al, 2007), Multicultural Personality Questionnaire (MPQ; Van Der Zee & Van Oudenhoven, 2000), Intercultural Adjustment Potential Scale (ICAPS; Matsumoto et al, 2001), Intercultural Communication Motivation Scale (ICMS; Kupka et al, 2009), and Attitudes and Behavioral Openness Scale (ABOS; Caligiuri et al, 2000).…”

Section: The Assessment Of International Business Practitioners' Intercultural Competence and Related Constructsmentioning

confidence: 99%

The Development and Validation of an Intercultural Business Communication Competence Scale: Evidence From Mainland China

Jiao

Zhao

2020

SAGE Open

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The aim of this article is to develop an Intercultural Business Communication Competence Scale (IBCCS) and provide evidence for the construct, convergent, discriminant, content, criterion, and external validity of the scale. The scale was developed based on 20 key elements of intercultural business communication competence (IBCC) and a review on the scales measuring international business practitioners’ intercultural competence. The three factors extracted with exploratory factor analysis (EFA) were the cognitive ability for the intercultural business communication situation, business English linguistic proficiency, and intercultural business communication motivation. The scale showed sound internal consistency and the confirmatory factor analysis (CFA) demonstrated sound degree of fitness and stable scale structure. The survey results revealed that respondents’ IBCC significantly correlated with their emotion intelligence (EI) and cultural intelligence (CQ). IBCCS was capable of differentiating the participants with hypothesized high IBCC level and tracking their IBCC development, which documented content validity and external validity of the measure. Hierarchical regression analysis indicated that the business students’ IBCC appeared to predict their number of foreign friends and job aspiration for an international career.

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“…Such anxieties over feedback are not unique to students who cowrite. Factors such as deadlines (Ding & Ding, 2008; Yu, 2012) and cross-cultural differences (Bokor, 2011; Kupka et al, 2009) can decrease students’ confidence and put unproductive pressure on them to balance collaboration with the demands of an assignment. Research on teamwork has already made great strides in addressing obstacles related to feedback during collaborations, providing students with valuable practices such as forming task schedules and team charters in order to structure feedback and manage divergent expectations (Wolfe, 2010; Yu, 2012) as well as encouraging students to actively deliberate participation and performance standards (Earley & Gibson, 2002; Goby, 2007; Starke-Meyerring, 2005; Wolfe & Alexander, 2005).…”

Section: Research Background For the Studymentioning

confidence: 99%

Scaffolding Feedback Between Cowriters With Different Levels of English-Language Proficiency

Feuer

2019

Journal of Business and Technical Communication

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When students cowrite with others who have different levels of proficiency with the English language, they can experience unproductive conflict related to feedback avoidance. The author interviewed 20 professionals with experience cowriting across such different English proficiencies and found three strategies that can facilitate feedback and collaboration: calibrate genre and reader expectations, establish protocols for reviewing texts, and frame feedback as a learning opportunity. She suggests that these strategies can be a step toward helping students mitigate their anxieties about feedback and feel more empowered to engage with linguistically diverse peers.

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The intercultural communication motivation scale: An instrument to assess motivational training needs of candidates for international assignments

Cited by 12 publications

References 86 publications

Similarities and differences in international and comparative human resource management: A review of 60 years of research

Similarities and differences in international and comparative human resource management: A review of 60 years of research

The Development and Validation of an Intercultural Business Communication Competence Scale: Evidence From Mainland China

Scaffolding Feedback Between Cowriters With Different Levels of English-Language Proficiency

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