Developing expatriates’ cross‐cultural sensitivity: cultures where “your culture’s OK” is really not OK

Abstract

Different societies hold different views. Thus, a managerial style that works in one culture will not necessarily work in another, and adaptations must be made accordingly. For example, a system that rewards individual efforts (or group efforts) might be quite acceptable in some cultures, but resented in others. This suggests that prospective cross‐cultural managers need to develop sensitivity to the cultural ways of the society where they will be managing; they need to develop a “my culture’s OK, your culture’s OK” frame of reference. But, proposes that the other’s culture is not really OK if it does not support (or it rejects) the organization’s strategies, goals, and objectives. Describes those cultures which might be supportive (“really OK” culture) and those which might not (“really not OK” cultures). Concludes that expatriate managers in “really not OK” cultures need to identify and implement programmes necessary to change the culture to “really OK”.