International Studies of Management and Organization · 2014 · 30 citations · 32 references
Social SciencesPsychologySocial PsychologyCultureGlobal LeadershipIndividual DifferencesCross-cultural AdaptationCross-cultural AdjustmentCultural AdaptationCultural AdjustmentIntercultural AdaptationMulticulturalismAdaptation To Cultural StressAdaptation To DiversityAdaptation TrajectoriesCross-cultural PsychologyCultural CognitionCultural Identity AdaptationIntercultural AdjustmentMulticultural Adaptation
Psychological research indicates that exposure to multiple cultures shapes individuals’ cultural experiences, identities, and adaptation to foreign cultures. The study seeks to understand how multicultural individuals’ past experiences and psychology influence their effectiveness as global leaders. Survey results identified a subset of “globals”—those who moved abroad at a younger age and to more countries—who were less likely to identify with cultural groups and less culturally adaptive, showing that more and earlier multicultural experiences do not guarantee better adaptation.
AbstractDrawing on psychological research, the authors examine how individuals who have been exposed to multiple cultures differ in their cultural experiences, cultural identities, and adaptation to foreign cultures. A survey of multicultural business students found that those who first moved to a foreign country at a relatively younger age and moved to relatively more countries over their lives constituted a distinct subset of multicultural individuals. Labeling these individuals "globals," they found that such individuals were less likely to identify with cultural groups and less culturally adaptive. These results suggest that there is no single type of "multiculturalism" and that having more and earlier multicultural experiences does not necessarily predict better adaptation outcomes. More nuanced examination of multicultural individuals' past experiences and psychology is needed to understand how they can better leverage their skills as global leaders.
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