Are Intercultural Competences at the Center of Job-Market Demands ?

Sophie Wodociag (), Axelle Lutz () and Chiara Ghislieri
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Sophie Wodociag: CREGO - Centre de Recherche en Gestion des Organisations - Université de Haute-Alsace (UHA) - Université de Haute-Alsace (UHA) Mulhouse - Colmar - UB - Université de Bourgogne - UBFC - Université Bourgogne Franche-Comté [COMUE] - UFC - Université de Franche-Comté - UBFC - Université Bourgogne Franche-Comté [COMUE]
Axelle Lutz: CREGO - Centre de Recherche en Gestion des Organisations - Université de Haute-Alsace (UHA) - Université de Haute-Alsace (UHA) Mulhouse - Colmar - UB - Université de Bourgogne - UBFC - Université Bourgogne Franche-Comté [COMUE] - UFC - Université de Franche-Comté - UBFC - Université Bourgogne Franche-Comté [COMUE]

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Abstract: This chapter introduces the theoretical framework upon which this study was based before going on to set out the methodology used and detail the main results found. It discusses results in the light of scientific literature on the issue and their managerial implications. With the internationalization of organizational structures, the development of intercultural competences was often considered a strategic benefit. Indeed, companies are sensitive to the cultural diversity of their worldwide branches and to the international competences developed by their employees. Through organizational internationalization, intercultural competences become strategic resources. Although there is no consensus regarding their definition, intercultural competences may be understood as the process of cultural sensitivity development through active exposure to cultural differences. The overlap between transversal competences and intercultural competences, highlighted by our first results, shows the lack of readability of the job market (international or classical) and confirms the lack of consensus around defining and measuring intercultural competences.

Date: 2020
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Published in Bruno Amann; Jacques Jaussaud. Cross-cultural Challenges in International Management, Routledge, pp.21, 2020, 9781003025337

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03481912

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