Cultural Agility E-Book

Paula Caligiuri

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 423

Veröffentlichungsjahr: 2013

Beschreibung

CULTURAL AGILITY Succeeding in today's global economy requires organizations to acquire, develop, and retain professionals who can operate effectively around the world, irrespective of country or culture. More than ever before, organizations need a pipeline of professionals who possess cultural agility--the ability to quickly, comfortably, and successfully work in cross-cultural and international environments. Filled with illustrative examples from a wide range of organizations, including the Peace Corps, the U.S. military, and many Fortune 500 companies, Cultural Agility offers business leaders and human resource professionals a step-by-step guide for creating and implementing highly effective, cutting-edge talent management practices to increase cross-cultural competence throughout their organizations. Validated through several years of her research and practice, Paula Caligiuri outlines the "Cultural Agility Competency Framework." This framework sets the foundation for the strategic talent management practices organizations need to effectively build a pipeline of culturally agile professionals, such as how to attract, recruit, and select professionals with cultural agility or those with the greatest propensity to readily develop cultural agility. Cultural Agility also provides guidance for creating organizational cultures and HR systems to support the development of a workforce that is culturally agile. For example, international assignments are commonly enlisted as a means of developing global leaders, but these have proven to be only partially effective for building cultural agility. Caligiuri offers training and development practices that organizations can use in a learning system to continually build professionals' cross-cultural competencies, including specific recommendations for designing truly developmental international assignments. This book is a must-have resource for human resource professionals and all business leaders who know that the key to their organizations' success in today's complex global economy is their culturally agile human talent.

Leseprobe

CONTENTS

PREFACE

ACKNOWLEDGMENTS

PART 1: INTRODUCTION: THE BASICS OF CULTURAL AGILITY

CHAPTER 1: WHAT IS CULTURAL AGILITY—AND WHY IS IT SO CRUCIAL TODAY?

CULTURAL AGILITY: A MEGA-COMPETENCY WITH THREE LEVELS

THE NEED FOR SPEED IN BUILDING A PIPELINE OF CULTURALLY AGILE PROFESSIONALS

BARRIERS TO CREATING A PIPELINE OF CULTURALLY AGILE PROFESSIONALS

TAKE ACTION

PART 2: WHO IS CULTURALLY AGILE?

CHAPTER 2: THREE CROSS-CULTURAL COMPETENCIES AFFECTING CULTURALLY AGILE RESPONSES

THE CULTURAL AGILITY COMPETENCY FRAMEWORK: TWELVE KEY COMPETENCIES

HOW THE COMPETENCIES AFFECTING BEHAVIORAL RESPONSES ARE DIFFERENT

COMPETENCIES AFFECTING BEHAVIORAL RESPONSES IN CROSS-CULTURAL CONTEXTS

TAKE ACTION

CHAPTER 3: NINE CROSS-CULTURAL COMPETENCIES AFFECTING SUCCESS OF CULTURALLY AGILE PROFESSIONALS

THREE COMPETENCIES AFFECTING PSYCHOLOGICAL EASE IN CROSS-CULTURAL SITUATIONS

THREE COMPETENCIES AFFECTING CROSS-CULTURAL INTERACTIONS

THREE COMPETENCIES AFFECTING GLOBAL BUSINESS DECISIONS

TAKE ACTION

PART 3: ATTRACT AND SELECT THE MOST CULTURALLY AGILE TALENT

CHAPTER 4: ATTRACTING AND RECRUITING FOR CULTURAL AGILITY

FINDING CULTURALLY AGILE PROFESSIONALS

ATTRACTING CULTURALLY AGILE PROFESSIONALS

CREATING THE EMPLOYEE VALUE PROPOSITION FOR CULTURALLY AGILE PROFESSIONALS

TAKE ACTION

CHAPTER 5: ASSESSING AND SELECTING FOR CULTURAL AGILITY

RÉSUMÉ SCREENING

FOREIGN LANGUAGE ASSESSMENT

KNOWLEDGE ASSESSMENT

PERSONALITY ASSESSMENT

INTERVIEW

SELF-ASSESSMENT

TAKE ACTION

PART 4: TRAIN AND DEVELOP CULTURALLY AGILE TALENT

CHAPTER 6: BUILDING THE FOUNDATION FOR CULTURAL AGILITY WITH CROSS-CULTURAL TRAINING

WHAT TO INCLUDE IN A CROSS-CULTURAL TRAINING PROGRAM

DELIVERY METHODS FOR CROSS-CULTURAL TRAINING

LANGUAGE TRAINING

TIMING AND SEQUENCING OF CROSS-CULTURAL TRAINING

READINESS FOR CROSS-CULTURAL TRAINING

EVALUATING THE EFFECTIVENESS OF CROSS-CULTURAL TRAINING

TAKE ACTION

CHAPTER 7: CRAFTING DEVELOPMENTAL CROSS-CULTURAL EXPERIENCES TO INCREASE CULTURAL AGILITY

HOW CROSS-CULTURAL EXPERIENCES BECOME DEVELOPMENTAL

SUGGESTIONS FOR DEVELOPMENTAL CROSS-CULTURAL EXPERIENCES

TAKE ACTION

CHAPTER 8: DEVELOPING CULTURAL AGILITY THROUGH INTERNATIONAL ASSIGNMENTS

INTERNATIONAL ASSIGNMENT GOALS AND CULTURAL AGILITY

USING STRATEGIC GLOBAL MOBILITY PRACTICES TO BUILD CULTURAL AGILITY

TAKE ACTION

PART 5: CONCLUSION: LEADERSHIP AND ORGANIZATIONAL FACTORS

CHAPTER 9: MANAGING AND LEADING TO BUILD CULTURAL AGILITY IN THE WORKFORCE

YOUR ORGANIZATION’S READINESS FOR CULTURAL AGILITY PRACTICES

LEADERSHIP PRACTICES TO FOSTER A CULTURALLY AGILE ORGANIZATIONAL CULTURE

HR’S ROLE IN BUILDING THE CULTURALLY AGILE WORKFORCE

YOUR CULTURAL AGILITY

TAKE ACTION

STAY CONNECTED TO LEARN MORE

APPENDIX: LISTS TO ASSESS YOUR ORGANIZATION’S GLOBAL EMPLOYER IMAGE

NOTES

ABOUT THE AUTHOR

INDEX

End User License Agreement

List of Figures

FIGURE 1.1. The Levels of Cultural Agility

FIGURE 1.2. Self-Ratings of Abilities and Knowledge from Global Rotational Programs

FIGURE 2.1. Number of Available Cultural Orientations and Ratings of Global Professionals’ Ability to Work Effectively with Colleagues from Different Cultures

FIGURE 2.2. Competencies Affecting Behavioral Responses

FIGURE 2.3. Level of Americans’ Adaptation to Thai and Japanese Cultures and the Americans’ Perceived Effectiveness by Their Thai and Japanese Clients

FIGURE 2.4. Effectiveness of Sales Professionals and Their Cultural Orientations

FIGURE 2.5. The Difference Between British and Chinese Workers’ Reactions to Being Given Autonomy

FIGURE 2.6. Effectiveness of Manufacturing Professionals and Their Cultural Orientations

FIGURE 2.7. Responses to Ethical Dilemmas

FIGURE 3.1. Cross-Cultural Competencies Affecting Psychological Ease

FIGURE 3.2. Soldiers’ Competencies Affecting Psychological Ease Cross-Culturally

FIGURE 3.3. Competencies Affecting Individuals’ Cross-Cultural Interactions

FIGURE 3.4. Soldiers’ Competencies Affecting Cross-Cultural Interactions

FIGURE 3.5. Cross-Cultural Competencies Affecting Decisions

FIGURE 3.6. Soldiers’ Competencies Affecting Decisions Cross-Culturally

FIGURE 5.1. The Cultural Agility Selection System

FIGURE 5.2. Do You See Two Objects in Each of These Ambiguous Images?

FIGURE 6.1. A Sample Cross-Cultural Framework

FIGURE 8.1 Getting It Right with Assignment Support

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Guide

Cover

Title Page

Table of Contents

Praise for Cultural Agility

“By any standard, cultural agility—in a mosaic of contexts and roles—is critical to compete and win in global markets. Caligiuri delivers valuable talent-management practices that complete the mosaic and accelerate cultural agility.”

—Wayne F. Cascio, Ph.D., Robert H. Reynolds Distinguished Chair in Global Leadership, University of Colorado—Denver; senior editor, Journal of World Business; and author, Investing in People: Financial Impact of Human Resource Initiatives

“In the new global economy, organizations win with talent—and global competence and agility are key drivers of workforce success. Based on more than two decades of academic research and consulting experience, Caligiuri provides a practical how-to guide for building a pipeline of culturally agile talent. Executives, business leaders, HR professionals—anyone who needs to build cross-cultural competence in the workforce—will benefit from reading Cultural Agility.”

—Mark Huselid, Ph.D., Distinguished Professor of HR Strategy, Rutgers University; author, The HR Scorecard, The Workforce Scorecard, and The Differentiated Workforce

“Ideal for managers, leaders, and HR professionals who understand the complex challenges of globalization—and know the important role cross-culturally competent professionals can play to help their organizations overcome them.”

—Dan Cable, Ph.D., Professor of Organizational Behavior, London Business School; author, Change to Strange: Create a Great Organization by Building a Strange Workforce

CULTURAL AGILITY

Building a Pipeline of Successful Global Professionals

PAULA CALIGIURI

Copyright © 2012 by Paula Caligiuri. All rights reserved.

Published by Jossey-BassA Wiley ImprintOne Montgomery Street, Suite 1200, San Francisco, CA 94104-4594—www.josseybass.com

Cover image by Veer. Cover design by Mary Pomerantz Advertising.

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Library of Congress Cataloging-in-Publication Data

Caligiuri, Paula.

Cultural agility : building a pipeline of successful global professionals / Paula Caligiuri.

p. cm. —(Jossey-Bass business and management series)

Includes bibliographical references and index.

ISBN 978-1-118-27507-8 (cloth); ISBN 978-1-118-33337-2 (ebk);

ISBN 978-1-118-33127-9 (ebk); ISBN 978-1-118-33054-8 (ebk)

1. International business enterprises—Cross-cultural studies. 2. International business enterprises—Management. 3. Management—Cross-cultural studies. I. Title.

HD2755.5.C365 2012

658.3008—dc23

2012022628

With love and appreciation, I dedicate this book to my parents, John and Angie.

Preface

If cultural agility could be traded as a commodity, it would be white-hot right now. The current supply of culturally agile professionals is meager compared to the burgeoning organizational demand. In survey after survey, business leaders from CEOs to CHROs express the need to compete aggressively for cross-culturally competent global business professionals.

As a person who has chosen to read this book, you are probably aware of the challenges posed by the global environment. Drawing from your own experiences, you can probably provide some illustrative examples of why a more robust pipeline of culturally agile professionals is needed in your organization. You might tell me about a business unit that has been stalled trying to enter an emerging market, mired in bureaucracy and draining valuable resources. You might cite a costly example of a high-profile global innovation team whose members cannot catch a collaborative stride and are missing critical performance goals. You might share stories of international assignees who were brilliant in their functional roles domestically but unsuccessful when living or working internationally. You might also have a story about a bungled global technological implementation, a misguided attempt at offshoring, or a high-profile foreign acquisition that ultimately fell far below its expected return on investment.