leveraging skills in a multicultural workforce: …...indra nooyi ceo and chair pepsico carlos ghosn...
TRANSCRIPT
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LEVERAGING SKILLS IN A
MULTICULTURAL WORKFORCE:
The Unrecognized
(but essential)
Role of Multicultural Individuals
Stacey FitzsimmonsUniversity of Victoria
Presentation for Northeastern University February 2016
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Indra Nooyi
CEO and Chair
PepsiCo
Carlos Ghosn
CEO and President
Renault-Nissan
Muhtar Kent
CEO and Chair
Coca-Cola
Indian-
American
Brazilian-Lebanese-
French
Turkish-American
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Six studies
1762 people
Interviews, Surveys, Experiments
MBA Students,
Hotel Employees,
Health Care Employees
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Tip #1
Multicultural individuals are more likely to have cross-cultural skills.
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Photo: Wally Gobetz
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Photo: Jesse Vaughan
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In-group has higher ratio of people from other cultures
In-group has higher ratio of people from one’s own cultures
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Cognitive complexity Benet-Martinez, Lee & Leu, 2006; Tadmor, Tetlock & Peng, 2009
Attributional complexityLakshman 2013
More resilient to negative self-evaluations Baumeister,
Shapiro & Tice, 1985
Cultural metacognition Brannen, Garcia & Thomas, 2009
Cognitive Connectionist perspectiveLucke, Kostova & Roth, 2015 JIBS
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Tip #1
Multicultural individuals are more likely to have cross-cultural skills.
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Tip #1
Multicultural individuals are more likely to have cross-cultural skills.
… and these skills are largely unrecognized.
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Tip #2
Cultural brokering depends on the organization’s diversity.
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Multicultural
3
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
4
Homogeneous Dual culture Heterogeneous
Cu
ltu
re B
rokeri
ng
Organization's Cultural Diversity
Monocultural
Experiment: Brokering across people and organizations
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Experiment: Brokering across people and organizations
3
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
4
Homogeneous Dual culture Heterogeneous
Cu
ltu
re B
rokeri
ng
Organization's Cultural Diversity
Monocultural
Multicultural
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Survey: Brokering across people and organizational diversity
0
0.5
1
1.5
2
2.5
3
3.5
Homogeneous Average Heterogeneous
Cu
ltu
re B
rokeri
ng
Organization's Diversity = 1 - ∑(n/N)2
Monocultural
Multicultural
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Survey: Brokering across people and organizational diversity
0
0.5
1
1.5
2
2.5
3
3.5
Homogeneous Average Heterogeneous
Cu
ltu
re B
rokeri
ng
Organization's Diversity = 1 - ∑(n/N)2
Monocultural
Multicultural
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Tip #2
Cultural brokering depends on the organization’s diversity.
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Tip #2
Cultural brokering depends on the organization’s diversity.
… and monoculturals can learn to broker just as much as
multiculturals
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Tip #3
Don’t push anyone into a role they don’t want. Ask.
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1.Skills.
2.Depends on organization.
3.Don’t push. Ask.
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So What?
Social push/pull effects
Individual Agency / demand effects
Learnable skill
Culture-specific vs culture-general brokering