Title: Cross-Cultural Training in Business
Author Name: Heather Haslem
Selected Case (Published Article): Presbitero, A., & Toledano, L. S. (2018). Global team members’ performance and the roles of cross-cultural training, cultural intelligence, and contact intensity: the case of global teams in IT offshoring sector. The International Journal of Human Resource Management, 29(14), 2188–2208. https://doi.org/10.1080/09585192.2017.1322118
1. Introduction
There is an increasing need for instructional design in the business setting. Companies have a constant need for growth and that growth and development is a direct result of employee training. Globalization continues to take over the business world as well as companies continue to expand their business outside of their origin country. Not only are businesses expanding their product and services beyond international lines, but immigration is at an all-time high as people become more immersed in travel and looking for growth opportunities both personally and professionally all over the world. With all of these developments and factors companies are now faced with having to adapt to the new ranges of diverse cultures both within their consumers and their very own workforce.
This leads me to introduce a largely growing trend in instructional design with business settings, cross-cultural training which is also recognized as instructional intervention. Instructional design and technology are centered around an instructive designer discovering and prioritizing or centering instruction around the learners’ needs. When it comes to evaluating the way both consumers and a business workforce behave, develop and form opinions and attitudes, make judgments, and process information we are all governed by our culture. Each of us can look very different in the United States alone due to how diverse the country is also due to immigration, in addition to the expansion of communication, globalization, and business markets the range of cultural diversity only expands.
Consideration of the concept of cross-cultural training for both a company’s workforce and instructional designer training within a business should be the same. Whether one is working for the company itself or training those employees one must have global dexterity and adaptability due to the immense and diverse cultural presence in business. While employees may deal with diverse peers and customers, an instructional designer must also be able to develop training that will meet the needs of such culturally diverse learners. When working to provide cross-cultural business training, new concepts should be implemented within the company culture itself. All instruction should apply to each person at a company starting with those in the highest of leadership positions.
Building upon cross-cultural training increases employees’ and instructional designer’s emotional intelligence and awareness of diverse perspectives. It aids in the awareness and preparedness for constant change due to differences in cultural norms due to the entrance of new markets and globalization. Cross-cultural training can even aid in recognizing body language and communication differences. According to Pete Detlef in his article “5 Reasons Why Cross-Cultural Training Produces 30% Growth for Global Companies” some examples of the many benefits of cross-cultural training are:
- Improve International Prospects with Culturally Competent Staff
- Better Market Insight
- Increased Creativity and Innovation
- Enhanced Business Performance
- Higher Employee Retention
- Increase Customer Satisfaction
- Enhance Business Performance through Effective Cross-Cultural Communication
Cross-cultural training is crucial for businesses to effectively communicate with international employees. It should cover seven areas: cultural differences, problem-solving, language barriers, greetings and customs, and miscommunication. Cultural training helps employees understand diverse approaches, problem-solving, and understanding cultural misunderstandings. Addressing language barriers, non-verbal communication, and miscommunication can foster an inclusive company culture, ultimately leading to business success in a global marketplace.
Cross-cultural training is essential for global companies to build cohesive multicultural teams, improve communication, and enhance problem-solving. Cultural training helps businesses understand and respect local customs, hierarchy, and communication. It reduces second-guessing of cultural norms, fosters productive relationships, and helps close knowledge gaps in cross-cultural interactions. Challenges include overcoming stereotypes, addressing language barriers, and managing diverse learning techniques. Effective programs involve needs assessment, customization, continuous learning, and regular assessment.
2. Overview of the Case
The article that I decided to review is “Global team members’ performance and the roles of cross-cultural training, cultural intelligence, and content intensity: the case of global teams in IT offshoring sector”, written by Alfred Presbitero and Lemuel S. Toledano. This article reviews a global business that is centered around IT service providers within an IT offshoring sector. The IT offshoring sector, which provides IT services to clients worldwide, often forms global teams of service providers and client representatives. However, little is known about how these team members develop their ability to perform tasks and work effectively with clients from different cultural backgrounds. This study focuses on the individual-level task performance of global team members, focusing on IT service providers who are integral members of these teams. It investigates whether cross-cultural training improves the cultural intelligence (CQ) of these service providers and the moderating effects of contact intensity on the relationship between improved CQ and individual-level task performance.
The research emphasizes the importance of HR interventions, particularly cross-cultural training programs, in developing the CQ of global team members in international organizations. It also highlights the role of contact intensity in strengthening the relationship between improved CQ and individual-level task performance in global teams. The study offers practical insights for global team members and HR management on designing HR interventions and practices that yield positive outcomes despite cultural differences. The study directly supports researching whether or not cross-cultural training enhances employees’ ability to function at higher levels within the business( IT offshoring) and puts some of the known correlations of Cross-cultural training to the test such as professional development, cultural awareness and intelligence, and more.
Multinational organizations create global teams to develop competitive strategies, but they also face challenges due to geographical distances and cultural differences. To be effective, global team members need to continuously develop cross-cultural capital (CQ), which includes cognitive, metacognitive, motivational, and behavioral dimensions. CQ comprises a set of malleable abilities that can be improved over time through HR practices, particularly training. Cross-cultural training is a planned intervention designed to develop an individual’s ability to manage cultural differences and modify their behavior across culturally diverse contexts. This study posits that exposure to cross-cultural training would develop and enhance the CQ of IT service providers in global teams.
3. Solutions Implemented
Improving CQ through cross-cultural training would affect individual-level task performance, as it enables individuals to function effectively in cross-cultural situations and intercultural task collaboration. High levels of CQ also mean high levels of energy in roles involving intercultural interactions, allowing individuals to perform tasks and persist despite challenges and hurdles associated with working in a cross-cultural context.
The study suggests that contact intensity among team members from culturally diverse backgrounds can enhance the relationship between improved cultural intelligence (CQ) and individual-level task performance. Intense contact can help individuals understand different categories and manage preconceived notions of other groups. The research, conducted by a US multinational firm, involved 268 global teams, including 268 members, who were surveyed to assess their cultural knowledge before participating in cross-cultural training sessions over six months. The training focused on understanding and adjusting to different cultures, including role plays and case studies. After the training, participants were asked to re-assess their CQ and determine the effects of the training on improving CQ.
4. Outcomes
The study aimed to measure cultural intelligence (CQ) in cross-cultural teams using a 20-item questionnaire. The questionnaire included items such as knowing cultural values and religious beliefs, being conscious of cultural knowledge, and adjusting to new cultures. Cross-cultural training was measured by participants’ participation and engagement in the program. Contact intensity was measured using Yuker and Hurley’s items. Individual-level task performance was assessed by supervisors. Confirmatory factor analyses were conducted to test construct independence.
The results showed a good fit between the data and the model, with a four-factor model yielding the best fit. A t-test showed a significant difference between CQ scores before and after cross-cultural training. Cross-cultural training had a statistically significant effect on CQ levels, controlling for age, gender, and prior work experience. A hierarchical multiple regression supported Hypothesis 3, suggesting that improved CQ was positively and significantly related to individual-level task performance. The cross-product term explained 10% of the incremental criterion variance on individual-level task performance, suggesting that contact intensity had a moderating effect on the relationship between improved CQ and contact intensity.
5. Implications
The study explores the impact of cross-cultural training, improved cultural intelligence (CQ), and contact intensity on the task performance of IT service providers in global teams. It addresses research gaps, focusing on the development of CQ, its relationship with task performance, and the importance of contact intensity. The research finds that contact intensity moderates the relationship between improved CQ and task performance, highlighting the importance of cultural understanding in global teams. The study emphasizes the significance of cross-cultural training in enhancing the cultural intelligence (CQ) of IT service providers, which in turn affects their task performance.
There are suggestions that international organizations should develop HR strategies that support training programs, focusing on strengthening cultural awareness, sensitivity, trust, and commitment among diverse members. The study also highlights the critical role of contact intensity in forming global teams and the need for regular post-evaluations. However, the study has limitations, suggesting future research on longer-term effects, different measurement methods, and CQ effects.
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