Development and Assessment of Intercultural Effectiveness: A Learner-Centered Approach

Abstract

Globalization has created an accelerated demand for globally competent managers, yet the gap between this demand and the supply of globally oriented, competent graduates is growing. As a result, the mandate for effectively internationalizing business school curriculum is increasing. Yet, given the costly structures required to provide international education opportunities, institutions need to know that those opportunities are positively influencing students learning and skill development. This article tells the story of one school’s comprehensive program that incorporates learner-centered measurement and development with institutional assessment of intercultural effectiveness. We offer a program model and lessons learned for other institutions interested in implementing similar programs.

Keywords

intercultural effectiveness intercultural skills assessment learner-centered international education

Get full access to this article

View all access options for this article.

References

AACSB International. (2011). Globalization of management education: Changing international structures, adaptive strategies, and the impact on institutions (Report of the AACSB international globalization of management education task force). Retrieved from https://www.aacsb.edu/-/media/aacsb/publications/research-reports/aacsb-globalization-of-management-education-task-force-report-2011.ashx?la=en

Alcaraz

J. M.

Thiruvattal

(2010). An interview with Manuel Escudero the United Nations’ principles for responsible management education: A global call for sustainability. Academy of Management Learning & Education, 9, 542-550.

Astin

A. W.

(1993). Assessment for excellence: The philosophy and practice of assessment and evaluation in higher education. Phoenix, AZ: Oryx Press.

Bartlett

C. A.

Ghoshal

(2003). What is a global manager? Harvard Business Review, 81(8), 101-108.

Bartlett

C. A.

Ghoshal

(1992, September/October). Harvard Business Review, 70(5), 124-132.

Beechler

Baltzley

(2008). Creating a global mindset. Chief Learning Officer, 7(6), 40-45.

Berdrow

(2009). Designing effective global competence development opportunities. International Journal of Management in Education, 3, 335-345.

Berdrow

Aylesworth

(2006). Program level assessment: A guide to designing, implementing, refining and documenting assessment of degree programs. Waltham, MA: Bentley University Internal Document.

Berdrow

Evers

F. T.

(2011). Bases of competence: A framework for facilitating reflective learner centered educational environments. Journal of Management Education, 35, 406-427.

10.

Bird

(2013). Mapping the content domain of global leadership competencies. In Mendenhall

M. E.

Osland

J. S.

Bird

Oddou

G. R.

Maznevski

M. L.

Stevens

M. J.

Stahl

G. K.

(Eds.), Global leadership: Research, practice, and development (2nd ed., pp. 80-96). New York, NY: Routledge.

11.

Black

J. S.

Morrison

Gregersen

(1999). Global explorers: The next generation of leaders. New York, NY: Routledge.

12.

Evers

F. T.

Rush

J. C.

Berdrow

(1998). The bases of competence: Skills for lifelong learning and employability. San Francisco, CA: Jossey-Bass.

13.

Figueiredo

J. N.

Mauri

A. J.

(2013). Developing international managerial skills through the cross-cultural assignment: Experiential learning by matching U.S.-based and international students. Journal of Management Education, 37, 367-399.

14.

Furuya

Stevens

Bird

Oddou

Mendenhall

(2009). Managing the learning and transfer of global management competence: Antecedents and outcomes of Japanese repatriation effectiveness. Journal of International Business Studies, 40, 200-215.

15.

Harris

Kumra

(2000). International manager development—Cross-cultural training in highly diverse environments. Journal of Management Development, 19, 602-614.

16.

Hofstede

(1983). The cultural relativity of organizational practices and theories. Journal of International Business Studies, 14, 75-89.

17.

Hunter

White

G. P.

Godbey

G. C.

(2006). What does it mean to be globally competent? Journal of Studies in International Education, 10, 267-285.

18.

Kwok

C. C. Y.

Arpan

J. S.

(2002). Internationalizing the business school: A Global Survey in 2000. Journal of International Business Studies, 33, 571-581.

19.

Lane

H. W.

DiStefano

J. J.

Maznevski

M. L.

(1997). International management behavior (3rd ed.). Malden, MA: Wiley-Blackwell.

20.

Levy

Beechler

Taylor

Boyacigiller

N. A.

(2007). What we talk about when we talk about “global mindset”: Managerial cognition in multinational corporations. Journal of International Business Studies, 38, 231-258.

21.

MacNab

B. R.

(2012). An experiential approach to cultural intelligence education. Journal of Management Education, 36, 66-94.

22.

Mendenhall

Oddou

(1986). Acculturation profiles of expatriate managers: Implications for cross-cultural training programs. Columbia Journal of World Business, 21, 73-79.

23.

Osland

J. S.

Wang

(2014). Introduction: The state of global leadership research. In Osland

J. S.

Mendenhall

M.E.

(Eds.), Advances in global leadership (Vol. 8, pp. 1-16). West Yorkshire: Emerald Publishing.

24.

Reiche

Bird

Mendenhall

Osland

(2014, June 23-26). Towards a taxonomy of the global leadership construct. Paper presented at the 56th Annual Meeting of the Academy of International Business, Vancouver, BC, Canada.

25.

Stevens

Bird

Mendenhall

M. E.

Oddou

(2014). Measuring Global Leader Intercultural Competency: Development and validation of the Global Competencies Inventory (GCI). In Osland

J. S.

Wang

(Eds.), Advances in global leadership (pp. 115-154). West Yorkshire: Emerald Group Publishing Limited. doi:10.1108/S1535-120320140000008014

26.

The Kozai Group, Inc. (2011). The Intercultural Effectiveness Scale (IES) Instructors Guide. Retrieved from http://www.kozaigroup.com/wp-content/uploads/2015/09/IES_Guide.pdf