| dc.description.abstract | 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. | swe |
