Career Academy, Mannheim

The Limitations of Intercultural Training

by

 Bettina Bohnert

Table of Contents

1. Intercultural Training - an Important Factor in the Modern Business World 1

2. The Theory of Intercultural Training 2

3. Environmental Limitations 3

3.1. Culture as Learned and Deep Culture 3
3.2. Complexity 5

3.2.1. Cultures 5
3.2.2. Cultural Dimensions 6
3.2.3. Intercultural Competence 7
3.2.4. Communication Barriers 8

3.2.4.1. The Process of Communication 8
3.2.4.2. Language 10
3.2.4.3. Non-verbal Communication 11
3.2.4.4. Low and High Context Cultures 11
3.2.4.5. Effects on Intercultural Training 11

4. Limitations Created by Management 13

4.1. Lack of Time Availability 13
4.2. Restricted Money Resources 14
4.3. Lack of Integration 15

4.3.1. Management Acceptance 15
4.3.2. Insufficient Allocation of Intercultural Training 15
4.3.3. Consequences of Inappropriate Allocation of Training Sessions 16

5. Individual Factors Limiting Intercultural Training 16

6. Expatriates′ Limitations of Intercultural Training 17

6.1. The Specialty of Expatriates in Intercultural Training 17
6.2. Interrelations 17
6.3. Major Problems of Expatriates 18
6.4. Culture Shock 19
6.5. Limitations of Intercultural Training in Regard to Expatriates′ Success 20

7. Limitations Due to Training 21

7.1. Training Methods 21
7.2. Teachers and Participants 23

8. Which Developments Might Overcome Limitations? 23

References 25

1. Intercultural Training - an Important Factor in the Modern Business World

Businesses in the 21st century are faced with many challenges. The most significant is the increasing globalization of economic transactions. Due to advances of information technology and traveling, as well as trade agreements, this process was promoted tremendously. The result is a very complex, worldwide business environment influenced by economic, legal, political, and cultural elements (Thomas 2002:4).

All business units are affected by globalization. Some examples are that the supply and demand sides enclose suppliers and customers originating from all parts of the globe, research and development departments have to reflect on international principles, and bookkeeping is forced to apply international accounting standards (Blom 2002:2). Consequently it is essential to be aware of the arising problems. Especially the cultural aspect has to be taken seriously as it affects all the other elements of one global world. Company employees have to deal with dissimilar behaviors resulting from a diverse programming of the mind of specific groups (Hofstede 1991) every day. Contact with cultural multiplicity does not imply traveling. Even "out-of-the-office" it is common to get in touch with partners belonging to another cultural group (Thomas 2002:3). Furthermore, the structure of the workforce in home countries nowadays consists of people belonging to different cultural backgrounds. Inter-cultural-contacts often lead to misunderstandings based on different values, attitudes and beliefs (Daniels 2001:46), which can even lead to business failure. Some differences that might cause misunderstandings are e.g. the way names are used and persons are addressed, variations in working, business and communication styles, and an unequal handing of criticism (Blom 2002:196).

To be successful in an international working surrounding cultural conflicts have to be avoided. To manage variety, new skills are required - the skill of intercultural competence. Although some business students already absolve intercultural training during their studies, the need for further education has risen in the last decades. Especially when regarding the share of the elderly workforce or those without a university degree who have never been educated in culture, but who have to manage the effects daily. Another indicator reflecting the need for an increase in intercultural training is an expatriate failure rate of 30 - 70% (Kühlmann 1995:10-19). Human capital influences business success more and more, especially when regarding the increase in the service sector (Götz 2003:11). As a consequence business managers are asked to provide their staff with intercultural trainings programs. In the last decades a movement towards an increase of intercultural training took place. Yet, the amount of training provided still is not sufficient. But regardless the hours of training provided, the efficiency and success of trainings depend on many factors. Managers planning to invest in human resource education have a variety of possible training methods. But not all of those do lead to the expected improvements of international relations. To gain profit from investments, it is necessary to consider the factors influencing the outcome.

This essay has the intention to describe the most important factors that can hinder the efficiency and the positive effects of intercultural training. Considering the limitations of intercultural training makes it possible to choose the suitable training method leading to success. The importance of intercultural training will even grow in the next years, as economists represent the opinion that business growth will be the only key to meeting the challenges of internationalization and that only the largest companies will be able to stay competitive in the long-term (Bloom/Meier 2002:4).

2. The Theory of Intercultural Training

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