Cultural Intelligence of Expatriate Health Workers in an Inuit Context: An Exploration of Managerial Competency Profiles
Geneviève Morin and
David Talbot
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Geneviève Morin: École Nationale d’Administration Publique (ENAP), 555 Boulevard Charest Est Québec, Québec, QC G1K 9E5, Canada
David Talbot: École Nationale d’Administration Publique (ENAP), 555 Boulevard Charest Est Québec, Québec, QC G1K 9E5, Canada
Businesses, 2021, vol. 1, issue 1, 1-17
Abstract:
Developing cultural diversity skills is a major ethical challenge for organizations operating within marginalized communities. This study defines cultural intelligence profiles us a two-step approach. In the first step, managers ( n = 31) are invited to complete a Cultural Intelligence Quotient Assessment Test to identify and describe different managerial profiles. In the second step, semi-structured interviews are conducted ( n = 17) to better understand the characteristics of the managerial profiles developed in phase one. The findings indicate that there are three typical managerial profiles: (1) The opportunist, (2) the modern missionary, and (3) the seasoned sage. These managerial profiles highlight the emerging dynamics of the cultural intelligence model and provide a better understanding of the career trajectories of managers in the healthcare sector. The results also have important managerial implications, particularly concerning strategies for training managers working with marginalized populations.
Keywords: cultural intelligence; cultural sensitivity; intercultural management; Nunavik; Inuit; Indigenous people; cultural minorities; healthcare (search for similar items in EconPapers)
JEL-codes: A1 D0 D4 D6 D7 D8 D9 E0 E2 E3 E4 E5 E6 E7 F0 F2 F3 F4 F5 F6 G0 G1 G2 H0 J0 K2 L0 L1 L2 M0 M1 M2 M3 M4 M5 N0 N1 N2 O0 O1 P0 (search for similar items in EconPapers)
Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:gam:jbusin:v:1:y:2021:i:1:p:1-17:d:512634
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