Group Intercultural Competence: Adjusting and Validating Its Concept and Development Process

Schmidmeier, Janete; Takahashi, Adriana Roseli Wunsch; Bueno, Janaina Maria

doi:10.1590/1982-7849rac2020190021

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Article • Rev. adm. contemp. 24 (2) • Mar-Apr 2020 • https://doi.org/10.1590/1982-7849rac2020190021 copy

Group Intercultural Competence: Adjusting and Validating Its Concept and Development Process

Desenvolvimento de Competências Interculturais Grupais em Equipes Multiculturais

Authorship SCIMAGO INSTITUTIONS RANKINGS

ABSTRACT

Intercultural competence is a topic that has been increasingly focused on academic researches, mainly related to the context of multinational companies and multicultural teams. The literature on intercultural competence is broad, permeated with many concepts and models of its development, but the main focus is on individual (cognitive/behavioral approach). There are few studies on the group level whose approach emphasize the process. The objective of this study was to empirically test the concept of group intercultural competence (GIC) and analyze its development in multicultural teams, as indicated by Leung, Ang and Tan (2014)Leung, K., Ang, S., & Tan, M. L. (2014). Intercultural competence. The Annual Review of Organizational Psychology and Organizational Behavior, 1 (1), 489-519. https://doi.org/10.1146/annurev-orgpsych-031413-091229
https://doi.org/10.1146/annurev-orgpsych... . This research can be characterized as qualitative, of exploratory-descriptive type, with an interpretive approach that embraces sequential intra-method triangulation, with interpretative and content analysis. As the results, the process of GIC development was found to occur towards more mature levels of GIC and to be characterized by an upward spiral pyramidal process, where the lowest level evolves to higher levels of GIC through a cycle of inter-cultural learning. This development occurs over time and is permeated by conflict, reflection and change, covering the elements of GIC: interaction, efficacy, cultural differences, intercultural learning and communication, such as cause and consequence. Based on the theoretical and empirical contributions, it was possible to adjust and validate a proposed GIC concept, to adjust the relevant elements and dimensions for GIC analysis, and to understand how the GIC is developed through a procedural perspective where there is an intercultural learning cycle permeated by conflicts, reflections, interaction and changes.

Keywords:
group intercultural competence; intercultural management; multicultural teams; multinational companies; intercultural learning

Elements by Authors	Dimensions for GIC
Interaction Deardorff (2004)Deardorff, D. K. (2004). The identification and assessment of intercultural competence as a student outcome of internationalization at institutions of higher education in the United States (Doctoral dissertation). North Carolina State University, Raleigh, North Carolina, USA. ; Jokikokko (2005)Jokikokko, K. (2005). Perspectives on intercultural competence. In R. Räsänen, J. San (Eds.), Conditions for intercultural learning and cooperation (pp. 89-106). Helsinki: Finnish Educational Research Association. .	Interaction management ( Koester & Olebe, 2003Koester, J., & Olebe, M. (2003). The behavioral assessment scale for intercultural assessment. International Journal of Intercultural Relations, 12 (3), 233-246. https://doi.org/10.1016/0147-1767(88)90017-X https://doi.org/10.1016/0147-1767(88)900... ); Team consolidation and engagement ( Mendenhall & Osland, 2002Mendenhall, M., & Osland, J. S. (2002, June). An overview of the extant global leadership research . Symposium presentation, Academy of International Business, San Juan, Puerto Rico. ; Friedman & Antal, 2005Friedman, V. J., & Antal, A. B. (2005). Negotiating reality: A theory of action approach to intercultural competence. Management Learning, 36( 1), pp. 69-86. ; Bird et al., 2010Bird, A., Mendenhall, M., Stevens, M. J., & Oddou, G. (2010). Defining the content domain of intercultural competence for global leaders. Journal of Managerial Psychology, 25 (8), 810-828. https://doi.org/10.1108/02683941011089107 https://doi.org/10.1108/0268394101108910... ); Cohesion among team members ( Rathje, 2007Rathje, S. (2007). Intercultural competence: The status and future of a controversial concept. Language and Intercultural Communication , 7(4), 254–266. https://doi.org/10.2167/laic285.0 https://doi.org/10.2167/laic285.0... ); Result orientation ( Mendenhall & Osland, 2002Mendenhall, M., & Osland, J. S. (2002, June). An overview of the extant global leadership research . Symposium presentation, Academy of International Business, San Juan, Puerto Rico. ; Bird et al., 2010Bird, A., Mendenhall, M., Stevens, M. J., & Oddou, G. (2010). Defining the content domain of intercultural competence for global leaders. Journal of Managerial Psychology, 25 (8), 810-828. https://doi.org/10.1108/02683941011089107 https://doi.org/10.1108/0268394101108910... ); Strong, clear and detailed planning ( Mendenhall & Osland, 2002Mendenhall, M., & Osland, J. S. (2002, June). An overview of the extant global leadership research . Symposium presentation, Academy of International Business, San Juan, Puerto Rico. ; Moran, Youngdahl & Moran, 2009Moran, R. T., Youngdahl, W. E., & Moran, S. V. (2009). Intercultural competence in business: Leading global projects. In D. K. Deardorff (Ed.), The SAGE handbook of intercultural competence (pp. 100-120). Thousand Oaks: SAGE Publications. ; Bird et al., 2010Bird, A., Mendenhall, M., Stevens, M. J., & Oddou, G. (2010). Defining the content domain of intercultural competence for global leaders. Journal of Managerial Psychology, 25 (8), 810-828. https://doi.org/10.1108/02683941011089107 https://doi.org/10.1108/0268394101108910... ); Understanding of the organization's strategic goals and team goals ( Moran et al., 2009Moran, R. T., Youngdahl, W. E., & Moran, S. V. (2009). Intercultural competence in business: Leading global projects. In D. K. Deardorff (Ed.), The SAGE handbook of intercultural competence (pp. 100-120). Thousand Oaks: SAGE Publications. ); Clarity in describing roles ( Moran et al., 2009Moran, R. T., Youngdahl, W. E., & Moran, S. V. (2009). Intercultural competence in business: Leading global projects. In D. K. Deardorff (Ed.), The SAGE handbook of intercultural competence (pp. 100-120). Thousand Oaks: SAGE Publications. ).
Efficacy Dinges and Baldwin (1996)Dinges, N. G., & Baldwin, K. D. (1996). Intercultural competence: A research perspective. In D. Landis, R. S. Bhagat (Eds.), Handbook of intercultural training (2nd. ed., pp. 106-123) Thousand Oaks: SAGE Publications. ; Gertsen (1990)Gertsen, M. C. (1990). Intercultural competence and expatriates. The International Journal of Human Resource Management, 1 (3), 341-362. https://doi.org/10.1080/09585199000000054 https://doi.org/10.1080/0958519900000005... ; Bennett (1986)Bennett, M. J. (1986). A developmental approach to training for intercultural sensitivity. International Journal of Intercultural Relations, 10 (2), 179-196. https://doi.org/10.1016/0147-1767(86)90005-2 https://doi.org/10.1016/0147-1767(86)900... .	Promotion of intercultural learning ( Deardorff, 2004Deardorff, D. K. (2004). The identification and assessment of intercultural competence as a student outcome of internationalization at institutions of higher education in the United States (Doctoral dissertation). North Carolina State University, Raleigh, North Carolina, USA. ; Lasonen, 2005Lasonen, J. (2005). Reflexion sur l'interculturalité par rapport a l'education et au travail. Higher Education Policy, 18( 4), 54–62. ); Ethnorelative vision ( Deardorff, 2004Deardorff, D. K. (2004). The identification and assessment of intercultural competence as a student outcome of internationalization at institutions of higher education in the United States (Doctoral dissertation). North Carolina State University, Raleigh, North Carolina, USA. ); Relationship building ( Mendenhall & Osland, 2002Mendenhall, M., & Osland, J. S. (2002, June). An overview of the extant global leadership research . Symposium presentation, Academy of International Business, San Juan, Puerto Rico. ; Bird et al., 2010Bird, A., Mendenhall, M., Stevens, M. J., & Oddou, G. (2010). Defining the content domain of intercultural competence for global leaders. Journal of Managerial Psychology, 25 (8), 810-828. https://doi.org/10.1108/02683941011089107 https://doi.org/10.1108/0268394101108910... ); Diversity management ( Panggabean, Murniati & Tjitra, 2013Panggabean, H., Murniati, J., & Tjitra, H. (2013). Profiling intercultural competence of Indonesians in Asian workgroups. International Journal of Intercultural Relations, 37 (1), 86-98. https://doi.org/10.1016/j.ijintrel.2012.04.002 https://doi.org/10.1016/j.ijintrel.2012.... ); Appreciation of group members' values, beliefs and behavior ( Moran et al., 2009Moran, R. T., Youngdahl, W. E., & Moran, S. V. (2009). Intercultural competence in business: Leading global projects. In D. K. Deardorff (Ed.), The SAGE handbook of intercultural competence (pp. 100-120). Thousand Oaks: SAGE Publications. ; Byram, 1997Byram, M. (1997). Teaching and assessing intercultural communicative competence . Clevedon, UK: Multilingual Matters. ); Appreciation of personal attributes ( Fitch, 2012Fitch, K. (2012). Industry perceptions of intercultural competence in Singapore and Perth. Public Relations Review, 38 (4), 609-618. https://doi.org/10.1016/j.pubrev.2012.06.002 https://doi.org/10.1016/j.pubrev.2012.06... ); Non-judgmental standpoint ( Byram, Nichols, & Stevens 2001Byram, M., Nichols, A., & Stevens, D. (2001). Developing intercultural competence in practice . New York: Multilingual Matters. ); Mediated culture ( Kim, 1988Kim, Y. Y. (1988). Communication and cross-cultural adaptation: An integrative theory . Philadelphia: Multilingual Matters. ; Barmeyer & Davoine, 2015Barmeyer, C., & Davoine, E. (2015, July). Intercultural competence of binational pairs as a supporting factor of negotiated culture in binational organisations: An analysis of the French-German case of Alleo . Paper presented in EGOS Colloquium, Athens, Greece, 31. ); Successful interactions ( Hammer, Bennett & Wiseman, 2003Hammer, M. R., Bennett, M. J., & Wiseman, R. L. (2003). Measuring intercultural sensitivity: The intercultural development inventory. International Journal of Intercultural Relations, 27 (4), 421–443. https://doi.org/10.1016/S0147-1767(03)00032-4 https://doi.org/10.1016/S0147-1767(03)00... ; Kupka, 2008Kupka, B. (2008). Creation of an instrument to assess intercultural communication competence for strategic international human resource management (Thesis, Doctor of Philosophy). University of Otago, Dunedin, New Zealand. Retrieved from http://hdl.handle.net/10523/163 http://hdl.handle.net/10523/163... ); Ability to manage complex situations ( Lasonen, 2005Lasonen, J. (2005). Reflexion sur l'interculturalité par rapport a l'education et au travail. Higher Education Policy, 18( 4), 54–62. ); Managing uncertainty ( Bird et al., 2010Bird, A., Mendenhall, M., Stevens, M. J., & Oddou, G. (2010). Defining the content domain of intercultural competence for global leaders. Journal of Managerial Psychology, 25 (8), 810-828. https://doi.org/10.1108/02683941011089107 https://doi.org/10.1108/0268394101108910... ).
Cultural differences Friedman and Antal (2005)Friedman, V. J., & Antal, A. B. (2005). Negotiating reality: A theory of action approach to intercultural competence. Management Learning, 36( 1), pp. 69-86. .	Global Mindset ( Bücker & Poutsma, 2010Bücker, J., & Poutsma, E. (2010). Global management competencies: A theoretical foundation. Journal of Managerial Psychology, 25 (8), 829-844. https://doi.org/10.1108/02683941011089116 https://doi.org/10.1108/0268394101108911... ); Intellectual, cultural resources management ( Moran et al., 2009Moran, R. T., Youngdahl, W. E., & Moran, S. V. (2009). Intercultural competence in business: Leading global projects. In D. K. Deardorff (Ed.), The SAGE handbook of intercultural competence (pp. 100-120). Thousand Oaks: SAGE Publications. ); Engagement of team members ( Friedman & Antal, 2005Friedman, V. J., & Antal, A. B. (2005). Negotiating reality: A theory of action approach to intercultural competence. Management Learning, 36( 1), pp. 69-86. ).
Communication Byram (1997)Byram, M. (1997). Teaching and assessing intercultural communicative competence . Clevedon, UK: Multilingual Matters. ; Deardorff (2004)Deardorff, D. K. (2004). The identification and assessment of intercultural competence as a student outcome of internationalization at institutions of higher education in the United States (Doctoral dissertation). North Carolina State University, Raleigh, North Carolina, USA. ; Moran et al. (2009)Moran, R. T., Youngdahl, W. E., & Moran, S. V. (2009). Intercultural competence in business: Leading global projects. In D. K. Deardorff (Ed.), The SAGE handbook of intercultural competence (pp. 100-120). Thousand Oaks: SAGE Publications. ; Fitch (2012)Fitch, K. (2012). Industry perceptions of intercultural competence in Singapore and Perth. Public Relations Review, 38 (4), 609-618. https://doi.org/10.1016/j.pubrev.2012.06.002 https://doi.org/10.1016/j.pubrev.2012.06... .	Clear and frank communication ( Moran et al., 2009Moran, R. T., Youngdahl, W. E., & Moran, S. V. (2009). Intercultural competence in business: Leading global projects. In D. K. Deardorff (Ed.), The SAGE handbook of intercultural competence (pp. 100-120). Thousand Oaks: SAGE Publications. ); Constant feedback ( Moran et al., 2009Moran, R. T., Youngdahl, W. E., & Moran, S. V. (2009). Intercultural competence in business: Leading global projects. In D. K. Deardorff (Ed.), The SAGE handbook of intercultural competence (pp. 100-120). Thousand Oaks: SAGE Publications. ); Sociolinguistic ability ( Deardorff, 2004Deardorff, D. K. (2004). The identification and assessment of intercultural competence as a student outcome of internationalization at institutions of higher education in the United States (Doctoral dissertation). North Carolina State University, Raleigh, North Carolina, USA. ); Accuracy in conveying and receiving messages ( Deardorff, 2004Deardorff, D. K. (2004). The identification and assessment of intercultural competence as a student outcome of internationalization at institutions of higher education in the United States (Doctoral dissertation). North Carolina State University, Raleigh, North Carolina, USA. ); Ability to communicate interculturally ( Byram, 1997Byram, M. (1997). Teaching and assessing intercultural communicative competence . Clevedon, UK: Multilingual Matters. ; Mendenhall & Osland, 2002Mendenhall, M., & Osland, J. S. (2002, June). An overview of the extant global leadership research . Symposium presentation, Academy of International Business, San Juan, Puerto Rico. ; Bird et al., 2010Bird, A., Mendenhall, M., Stevens, M. J., & Oddou, G. (2010). Defining the content domain of intercultural competence for global leaders. Journal of Managerial Psychology, 25 (8), 810-828. https://doi.org/10.1108/02683941011089107 https://doi.org/10.1108/0268394101108910... ; Lough, 2011Lough, B. J. (2011). International volunteers’ perceptions of intercultural competence. International Journal of Intercultural Relations, 35 (4), 452-464. https://doi.org/10.1016/j.ijintrel.2010.06.002 https://doi.org/10.1016/j.ijintrel.2010.... ; Fitch, 2012Fitch, K. (2012). Industry perceptions of intercultural competence in Singapore and Perth. Public Relations Review, 38 (4), 609-618. https://doi.org/10.1016/j.pubrev.2012.06.002 https://doi.org/10.1016/j.pubrev.2012.06... );
Learning Fischer et al. (2009)Fischer, T. M. D., Gondim, S. M. G., Pereira, M. E., Rodrigues, G. K. M., & Pinheiro, L. L. (2009, setembro). Competências na gestão intercultural: desafios para aprendizagem e qualificação. Anais do Encontro Nacional da Associação Nacional de Pós-Graduação e Pesquisa em Administração , São Paulo, SP, Brazil, 33. .	Ongoing intercultural learning ( Mendenhall & Osland, 2002Mendenhall, M., & Osland, J. S. (2002, June). An overview of the extant global leadership research . Symposium presentation, Academy of International Business, San Juan, Puerto Rico. ; Bird et al., 2010Bird, A., Mendenhall, M., Stevens, M. J., & Oddou, G. (2010). Defining the content domain of intercultural competence for global leaders. Journal of Managerial Psychology, 25 (8), 810-828. https://doi.org/10.1108/02683941011089107 https://doi.org/10.1108/0268394101108910... ); Openness to intercultural learning ( Deardorff, 2004Deardorff, D. K. (2004). The identification and assessment of intercultural competence as a student outcome of internationalization at institutions of higher education in the United States (Doctoral dissertation). North Carolina State University, Raleigh, North Carolina, USA. ); Knowledge sharing orientation ( Koester & Olebe, 2003Koester, J., & Olebe, M. (2003). The behavioral assessment scale for intercultural assessment. International Journal of Intercultural Relations, 12 (3), 233-246. https://doi.org/10.1016/0147-1767(88)90017-X https://doi.org/10.1016/0147-1767(88)900... ).
Mediated culture Earley and Ang (2003)Earley P. C., & Ang, S. (2003). Cultural intelligence: Individual interactions across cultures . Palo Alto: Stanford University Press. ; Deardorff (2004)Deardorff, D. K. (2004). The identification and assessment of intercultural competence as a student outcome of internationalization at institutions of higher education in the United States (Doctoral dissertation). North Carolina State University, Raleigh, North Carolina, USA. ; Barmeyer and Davoine (2015)Barmeyer, C., & Davoine, E. (2015, July). Intercultural competence of binational pairs as a supporting factor of negotiated culture in binational organisations: An analysis of the French-German case of Alleo . Paper presented in EGOS Colloquium, Athens, Greece, 31. .	Flexibility ( Deardorff, 2004Deardorff, D. K. (2004). The identification and assessment of intercultural competence as a student outcome of internationalization at institutions of higher education in the United States (Doctoral dissertation). North Carolina State University, Raleigh, North Carolina, USA. ); Adaptability ( Deardorff, 2004Deardorff, D. K. (2004). The identification and assessment of intercultural competence as a student outcome of internationalization at institutions of higher education in the United States (Doctoral dissertation). North Carolina State University, Raleigh, North Carolina, USA. ); Mediated culture ( Kim, 1988Kim, Y. Y. (1988). Communication and cross-cultural adaptation: An integrative theory . Philadelphia: Multilingual Matters. ; Barmeyer & Davoine, 2015Barmeyer, C., & Davoine, E. (2015, July). Intercultural competence of binational pairs as a supporting factor of negotiated culture in binational organisations: An analysis of the French-German case of Alleo . Paper presented in EGOS Colloquium, Athens, Greece, 31. ); Ethnorelative vision – accepting the existence and importance of cultural differences within the group ( Deardorff, 2004Deardorff, D. K. (2004). The identification and assessment of intercultural competence as a student outcome of internationalization at institutions of higher education in the United States (Doctoral dissertation). North Carolina State University, Raleigh, North Carolina, USA. ); Openness to intercultural learning ( Deardorff, 2004Deardorff, D. K. (2004). The identification and assessment of intercultural competence as a student outcome of internationalization at institutions of higher education in the United States (Doctoral dissertation). North Carolina State University, Raleigh, North Carolina, USA. ).

Models	Contributions to the Analysis of GIC Development
Composition Models	Emphasize the compositional elements of IC; Suitable for individual IC studies.
Coorientation Models	Emphasize the IC elements: communication and context, mediated culture, intercultural interaction; Emphasize the individual's intercultural knowledge.
Development Models	Dynamic view of competence; Feature developmental stages with indicators for each stage; Highlight integration as a reference to groups with high degree of IC development; Emphasize group members' experiences with cultural differences; Recognize an inherent learning process underlying the development of IC, in spite of the adaptational focus.
Adaptational Models	Show possible styles of acculturation that are related to the stages of IC development; Integration reveals that multicultural groups may operate in a multi-collective system, and can be associated with a group with high degree of IC development; Welcoming relationships are evidence of IC development.
Models of Causal Processes	Recognize different levels of IC; Appreciate the interaction between different cultures, and knowledge. Recognize that there is an intercultural learning; Consider the influence of intercultural experience and communication; Highlight the need for managing changes to IC development; Present indicators for IC outcome that can be used to assess the extent of the group development.

ELEMENT	INDIVIDUAL DIMENSION	GROUP DIMENSION
Interaction	Results orientation Understanding of group goals Strong, clear and detailed planning Understanding of the organization's strategic goals	Results management
	Clarity in describing roles	Clarity in describing roles
	Team consolidation and engagement	Team building (length of time working together and group size)
	Cohesion among team members	Cohesion among team members
Efficacy	Non-judgmental standpoint Relationship building Appreciation of personal attributes Appreciation of group members' values, beliefs and behaviors	Relationship building (non-judgemental standpoint, appreciation of personal and cultural attributes)
Efficacy	Ability to manage complex situations Management of uncertainties Successful interactions	Conflict management
Cultural differences	Engagement of team members	Engagement of team members
	Intellectual and cultural resource management	Global mindset (intellectual and cultural resources)
	Global mindset	Global mindset (intellectual and cultural resources)
		Ethnorelative vision (recognition of the existence and importance of cultural differences)
		Flexibility
		Adaptability
Intercultural Communication	Clear and frank communication	Clear and frank communication
	Precision in conveying and receiving messages	Precision in conveying and receiving messages
	Constant feedback	Constant feedback
	Intercultural communication ability Verbal and non-verbal skills	Intercultural communication ability
Intercultural Learning	Knowledge sharing orientation	Knowledge sharing orientation
	Openness to intercultural learning	Openness to intercultural learning (avoiding stereotypes)
	Openness to intercultural learning	Trust

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