Paula Caligiuri, PhDa psychologist inspiring growth beyond comfort zones

The Myth of Cross-Cultural Competence

Name: The Myth of Cross-Cultural Competence
Uploaded: 2022-12-28T18:16:40+00:00
Duration: 2 min 6 s
Channel: Paula Caligiuri, PhD
Description: A short YouTube talk by Paula Caligiuri (with Victoria de Santo) describing a study of newly minted global MBAs selected into elite global leadership…

28 Dec 2022 · 2 min

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2:06

A short YouTube talk by Paula Caligiuri (with Victoria de Santo) describing a study of newly minted global MBAs selected into elite global leadership rotational programs at three multinational firms (financial services, pharmaceuticals, consumer products). Participants were mostly from top MBA programs (INSEAD, Wharton, London Business School), many multilingual (60% fluent in two languages). Each had three rotations including one international assignment (6–12 months). Cohorts were evenly staggered: one-third pre-international, one-third currently on international rotation, one-third post-international. Despite heavy international exposure, those who had not yet done their international rotation rated their cross-cultural abilities higher than those currently on or who had completed international rotations — revealing a gap between perceived cultural agility (bravado) and experiential humility.

Questions this video answers

Paula Caligiuri and Victoria de Santo.

Financial services, pharmaceuticals, and consumer products.

INSEAD, Wharton, and the London Business School.

60%.

Each participant had three rotations; the international assignment lasted 6–12 months.

Chapters

Consider this study Paula Caligiuri and Victoria de Santo conducted a study looking at newly minted global MBAs who were selected for elite global leadership rotational programs in three leading global organizations, one each from the financial services, pharmaceuticals and consumer products industries. They were graduates of the world's leading global MBA programmes, with the heaviest representation from INSEAD, Wharton and the London Business School. Many were multilingual, 60% were fluent in two languages and all were well traveled across the companies. The rotational programmes were structured the same way. Each participant had three rotations, one of which would be an international assignment lasting from six to 12 months. At the time of the study, the groups were evenly staggered. One third was on their international rotation, 1/3, 1/3 had not yet started their international rotation, and one third had completed their international rotation. On the face of it, one could assume that the participants in this study were already culturally agile. But when the data were analyzed, a different picture emerged. The participants were asked to self rate both their knowledge and their abilities to conduct business in another country. This was the surprise the group who had not yet been on their international assignment rotation rated themselves significantly higher than the other two groups in terms of their ability to work in a cross cultural environment. The group who are currently on the international rotation and the group who had already completed it both rated their abilities lower in comparison with hubris. The participants assumed that their combination of international travels and multicultural contacts with classmates and had endowed them with a high level of cultural agility. When the veil of the academic setting was lifted, they were shocked to realize that their cross cultural abilities were not as advanced as they had thought. Cultural bravado was replaced by cultural humility.