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Influence of intercultural competence on an organisation’s success and personal career: the case study of Lithuania

Adamoniene Ruta, Blašková Martina, Petrauskiene Ruta, Rauleckas Rimantas

Engineering Management in Production and Services

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2022

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Vol. 14, no. 3

28--42

EN

This paper aims to identify the influence of intercultural competence on an organisation’s success and personal career in Lithuania. The study described in this paper is a part of international research on intercultural competence. An online questionnaire survey was conducted in Lithuania with non-probability convenience sampling to find out the views of employees working in different sector organisations. The survey was filled out by 1193 respondents from Lithuania. Employees’ intercultural competence (knowledge/cognitive dimension, skills/behavioural dimension, and attitudes/emotional dimension) was evaluated using 5-point Likert items and is elaborated elsewhere. The multivariate analysis was used to analyse the survey data and test three hypotheses stating that (1) employees support the notion that higher intercultural competence can foster an organisation’s success and personal career, (2) organisations tend to leave the development of intercultural competence to employees, and (3) current intercultural knowledge and skills are inadequate to operate in a multicultural work environment. The analysis showed that half of the respondents agreed with the statement that the development of intercultural competence (ICC) helped the personal career and an organisation’s success. The statement regarding organisations tending to leave the intercultural competence development to their employees was only supported by less than one-third of the respondents. Besides, the data did not fully support the statement that employees’ current intercultural knowledge and skills were inadequate to operate in a multicultural work environment, as no more than one-third of the respondents had frequent or very frequent issues when communicating with foreigners due to inadequate intercultural knowledge and skills in various sub-areas. The paper elaborates on detailed results.

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Information and communication technologies in intercultural competence training for the purpose of Ministry of National Defence. Introduction to cultural awareness course

Trochowska K., Gawlik-Kobylińska M.

Zeszyty Naukowe / Wyższa Szkoła Oficerska Wojsk Lądowych im. gen. T. Kościuszki

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2015

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Nr 2

79--94

EN

This article briefly reviews chosen forms and methods of intercultural competence training for military and civilian personnel of the Ministry of Defence. Special attention is put to Internet Communication Technology (ICT) for academic purposes in form of e-learning platforms. Teaching modules or simulation software help teachers build more attractive content and more convinced messages. The example of such a solution is the NDU’s Introduction to Cultural Awareness e-learning course, which was tasked by the Individual Training and Education Developments NATO Training Group in 2012. The authors of the article were fully engaged in the course development process and worked with the Poland ADL Partnership Lab team. The aim of the article is to present the e-learning course, which, by its design, can support the acquisition and development of intercultural competence.

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Kompetencje międzykulturowe na mapie kompetencji zawodowych menedżera

Bieniek I., Steinerowska S.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2014

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z. 71

33--46

PL

Artykuł prezentuje zagadnienia z zakresu doskonalenia kompetencji zawodowych menedżera, ze szczególnym zwróceniem uwagi na istotę kompetencji międzykulturowych. Globalna gospodarka, a co za tym idzie umiędzynarodowienie zarządzania, definiują niejako nowe standardy w zakresie rozwoju umiejętności kierowniczych. Współczesny menedżer to nie tylko specjalista od organizacji i zarządzania, lecz przede wszystkim „globalny umysł”, elastyczny wobec kulturowej różnorodności.

EN

The article presents the issues of improving professional competence of the manager, with particular attention to the essence of intercultural competence. The global economy, and thus the internationalization of the management, define new standards in the development of management skills. The modern manager is not only a specialist in organization and management, but above all “global mind”, which is flexible to cultural diversity.

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Międzynarodowa komunikacja marketingowa - kontekst kulturowy

Hirsch D.

Prace Instytutu Lotnictwa

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2012

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Nr 4 (225)

303--316

PL

Każdego roku tysiące produktów i usług są wprowadzane na rynki zagraniczne jak również podejmowane są niezliczone działania marketingowe o zasięgu międzynarodowym. Aż do 85% tych działań ponosi porażkę, w większości przypadków z powodu nieporozumień o podłożu międzykulturowym. Iluzja świata bez granic sprawiła, że wiele firm i organizacji zlekceważyło rolę różnic kulturowych w toku ich działań międzynarodowych, sprawiając, że osiągnięte wyniki były odległe od zamierzonych. Doświadczenia te pokazały, iż podejmując wszelkie działania biznesowe (i nie tylko) o zasięgu międzynarodowym konieczne jest zwrócenie szczególnej uwagi na istniejące różnice kulturowe, aby odnieść sukces w realizacji zaplanowanej strategii. Celem tego artykułu jest pokazanie, w jaki sposób czynniki kulturowe mogą determinować decyzje w marketingu międzynarodowym. Szczególna uwaga poświęcona zostanie decyzjom związanym z komunikacją marketingową, czyli temu w jaki sposób czynniki kulturowe wpływają na nasze preferencje odnośnie stylu komunikacji i jakie dwa podstawowe style są wyróżniane w obrębie komunikacji międzykulturowej. Na podstawie konkretnych przykładów zostanie z jednej strony wykazane, w jaki sposób style te są widoczne w różnych formach przekazów marketingowych pochodzących z różnych krajów. Z drugiej zaś strony zostanie także przedstawione, w jaki sposób przekazy te odzwierciedlają (bardzo często nieświadomie) kulturę i system wartości organizacji lub miejsca, z którego ona pochodzi. Przed przystąpieniem do omówienia wspomnianych zagadnień zostaną zaprezentowane podstawowe założenia marketingu kulturowego, jak również pojęcie kultury, jej modeli oraz wymiarów. Połączenie tematu kompetencji międzykulturowej i marketingu jest niezwykle istotne. Kompetencja międzykulturowa jest uznawana za jedną z kluczowych umiejętności osób, zespołów i organizacji pracujących międzynarodowo, zaś jej rozwój pozwala na wywieranie wpływu także poza granicami własnego kraju, co jest z kolei również uznane za jedną z najważniejszych kompetencji międzynarodowych.

EN

Every year thousands of products and services are introduced to foreign markets. Countless marketing actions with an international reach are taken. Up to 85% of these actions fail, in most cases due to misunderstandings with an intercultural background. The illusion of a world without boundaries made many companies and organizations disregard the role of intercultural differences in course of their international actions. As a result, the achieved results are in many cases far from expectations. These experiences have shown that taking all sorts of commercial actions (and not only) with an international reach, it is necessary to pay particular attention to the existing cultural differences in order to achieve success in the implementation of the planned strategy. The goal of this amele is to show in what way cultural factors can determine decisions in international marketing. Particular attention is devoted to the decisions associated with marketing communication, that is, the way in which cultural factors influence our preferences concerning the style of communication and what two basic styles are distinguished within intercultural communication. On the basis of particular examples it will be shown on the one hand in what ways these styles are visible in various forms of marketing messages coming from various countries. On the other hand it will also be shown in what way these messages reflect (very often unwittingly) the culture and the system of values of an organization of the place were the messages originated. Before we start discussing the above-mentioned issues, the basic assumptions of the cultural marketing, as well as the term of culture, its models and dimensions will be presented.

5

International marketing communication - cultural context

Hirsch D.

Prace Instytutu Lotnictwa

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2012

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Nr 5 (226)

157--170

EN

Every year thousands of products and services are introduced to foreign markets. Countless marketing actions with an international reach are taken. Up to 85% of these actions fail, in most cases due to misunderstandings with an intercultural background. The illusion of a world without boundaries made many companies and organizations disregard the role of intercultural differences in course of their international actions. As a result, the achieved results are in many cases far from expectations. These experiences have shown that taking all sorts of commercial actions (and not only) with an international reach, it is necessary to pay particular attention to the existing cultural differences in order to achieve success in the implementation of the planned strategy. The goal of this amele is to show in what way cultural factors can determine decisions in international marketing. Particular attention is devoted to the decisions associated with marketing communication, that is, the way in which cultural factors influence our preferences concerning the style of communication and what two basic styles are distinguished within intercultural communication. On the basis of particular examples it will be shown on the one hand in what ways these styles are visible in various forms of marketing messages coming from various countries. On the other hand it will also be shown in what way these messages reflect (very often unwittingly) the culture and the system of values of an organization of the place were the messages originated. Before we start discussing the above-mentioned issues, the basic assumptions of the cultural marketing, as well as the term of culture, its models and dimensions will be presented.