Standardization of production, reduction of technology costs, and access to information mean that international enterprises compete not only in the fields of their ability to establish relationships with potential customers but also their understanding of the customers’ expectations arising from their cultural conditioning. Being competitive in foreign markets often requires in-depth understanding of other cultures, openness, and ability to function beyond the stereotypes. The capacity to interact effectively with people of different languages and cultural backgrounds is one of the most important skills of a salesperson or a businessperson planning to internationalize their business. Employees aware of cultural differences may substantially improve the company’s international performance. The aim of this paper is to discuss the change in the importance of non-economic factors influencing international competitiveness of companies, with particular reference to intercultural competence. To achieve this aim, the authors analysed both Polish and foreign literature, with emphasis on competitiveness theories. The following paper also presents representative techniques of assessing the above-mentioned competence.
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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