CROSS-CULTURAL LEARNING

Mergers, acquisitions, joint ventures and numerous forms of partnerships have necessitated the intercourse between people of diverse cultural background in the same work place. This has ultimately contributed to a considerable interest in the subject of cross-cultural learning. However, most studies in this area, though scanty, have addressed this subject from the organisational point of view. Thus, this study explores the area of cross-cultural learning from the perspective of the individual employee. The narratives of 7 Swedish managers are analytically explored to try to understand what individuals learn, if any, from a cross-cultural interaction in a work environment. The framework of analysis is based on the motivations for working on international assignments or projects (including expectations), how individuals cope with work in a different cultural environment (adjustment issues), and what influence, if any, this kind of experience has on the individual on completion of the assignment. It is observed that, by and large, there is no reciprocity with regard to learning in this nature of interaction. Most importantly, individuals simply revise and modify work practices, in view of prevailing circumstances, but not the thinking behind such practices. The basic framework of thought behind individual action, filtered through a set of cultural assumptions, remains unchanged