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Developing Cross-cultural Competences through International Employees Flow – Experience of Subsidiaries Providing Business Services

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  • Purgał-Popiela Joanna

    (Cracow University of Economics)

Abstract

This paper is aimed to explore how international mobility (IM) practices are used to support the development of cross-cultural competences in two Polish-based subsidiaries providing business services within MNCs1. It is based on case study analyses, which allowed to include different points of view, i.e. head of HR, Polish ex-assignees, and co-workers of foreign assignees. Research reveals differences in terms of cross-cultural competence content and the manner in which it is enhanced by IM practices.

Suggested Citation

  • Purgał-Popiela Joanna, 2016. "Developing Cross-cultural Competences through International Employees Flow – Experience of Subsidiaries Providing Business Services," Journal of Intercultural Management, Sciendo, vol. 8(3), pages 87-103, September.
    • Handle: RePEc:vrs:joinma:v:8:y:2016:i:3:p:87-103:n:5
    DOI: 10.1515/joim-2016-0018
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    1. Imai, Lynn & Gelfand, Michele J., 2010. "The culturally intelligent negotiator: The impact of cultural intelligence (CQ) on negotiation sequences and outcomes," Organizational Behavior and Human Decision Processes, Elsevier, vol. 112(2), pages 83-98, July.
    2. James P Johnson & Tomasz Lenartowicz & Salvador Apud, 2006. "Cross-cultural competence in international business: toward a definition and a model," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 37(4), pages 525-543, July.
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