Cross-Cultural

Organizational
Communication
Sharon Glazer, Ph.D.
San Jose State University
 Intercultural Communication

Interaction, communication, and other

processes which involve
people or entities from
two or more different
cultures
Communication Competence
Unconscious Incompetence

Conscious Incompetence

Conscious Competence

Unconscious Competence
 High Context Cultures
Emotional expressions
Touching (or not)
Distance between bodies; Body orientation
Level of voice
Eye contact (or lack thereof)
Saving Face; maintaining harmony
Implicit
Indirect; arguments presented climactically
Emphasis on “how” something is said
Toyota ad in Japan
http://www.youtube.com/watch?v=jJ2yGIYMWwo
 Low Context Cultures

Distrust what is not clear

Credibility; Intelligence; Expert knowledge
“I”
Explicit logic, proof, linear organization
Silence = disagreement, rejection, hostility,
weakness, unwillingness to communicate,
shyness
Emphasis on “what” is said, specificity
Toyota ad in USA
http://www.youtube.com/watch?v=obNm1g85y5I
Communication/Writing Styles
English Semitic Oriental Romance Slavic

Linear Parallel Circular Digressions Unclear

Center
What’s being said in these High
Context Cultures?
The wind blows, but the mountain is
unmoved.
What she/he says doesn’t affect me at all.
“Maybe” or “Perhaps”
No.
(no words, but exudes cold silence)
I don’t like this.
Don’t you feel like eating some apples?
Please buy some apples from the market.
(no words, but shows unusual consideration,
or gives a gift)
I’m sorry.
You’re a lion whose mouth is wide open.
You’re charging too much money for this.
May fate bring us together again.
See you later.
Non-Verbal Communication

Emblems, Illustrators, Regulators

Multi-Cultural Virtual Team
A temporary work group composed of people
who coordinate and execute a work project
across “time, space, and cultures” through
use of information and communication
technology.
VTs form rapidly, reorganize, and dissolve
according to the organization’s needs.
Members are usually accountable to different
individuals.
Rationale for Virtual Teams
Companies are faced with increasing time
compression in development and production.

Multinational firms need to utilize their best

(based on knowledge) human capital to
maintain competitive advantage.
Effective Work
Groups
3 Functions
Production Teams carry out the 3
Member Support functions through four
Group Well-Being modes
1. Inception and acceptance
of a project
2. Problem-solving
3. Conflict resolution
4. Project execution
Time, Interaction, and Performance
(TIP) Theory

Technological and environmental

uncertainty require groups to
engage in all four of these functions
to avoid poor performance
Problems with Virtual Teams
Low commitment
Role stressors
Absenteeism
Social loafing

Can multi-cultural VTs function effectively

without frequent face-to-face interaction?
Can a multi-cultural VT project foster
intercultural learning?
 How to reduce misperceptions,
misinterpretations, & misevaluations
1. Assume differences until similarity is
proven.
2. Emphasize description rather than
interpretation.
3. Practice empathy.
4. Treat your interpretations as a working
hypotheses.
Implications for Practice
Clarification of Role/Responsibilities
Provision of guidelines
Develop predictable pattern of communication
Ensuring complementary objectives
Recognition and handling of potential conflict
Choose individuals who are responsible,
dependable, independent, and self-sufficient
Timely and detailed accounts of contribution and
immediate feedback
Alternatives for electronic communication failure