Cross-Cultural Training Model

Definitions of cross-culture, organizational learning culture, and organization training were discussed, according to a content-analysis on current research. An Integrated Cross-Cultural Training Model developed by Zakaria (2000) will be used to guide this study. Zakaria (2000) states this model as the combination of the acculturation model by Martin and training effectiveness model by Bhagat and Prien, which overcomes the previous model limitations by linking the training effectiveness to the acculturation. Based on current research and data analysis, a new “Cross-cultural Training Factors” framework with three key factors was proposed. The interrelationships of Organizational Learning Culture, Cross-cultural Factors and Organizational Training

Organizational learning is a very complex and time-honored process that refers to the development of new knowledge (Huber, 1991; Slater and Narver, 1995) and also involves changing individual and organizational behavior (Murray and Donegan, 2003). Huber (1991) concluded organizational learning as a combination of four processes: information acquisition, information distribution, information interpretation and organizational memory.

Popper and Lipshits (1998) define organizational culture as a standard system of similar value and beliefs that affect how members feel, think, and behave, and they also suggested that productive organizational learning is supported by a learning culture that includes five (hierarchically arranged) values: continuous learning, valid information, transparency, issue orientation, and

International interaction might increase the possibility of problematic issues, since people are separated by barriers such as time, language, geography, food, climate, values, beliefs, religions, and background. For instance, in business scenarios, consider the matter of working overtime. In some cultures, such as the U.S., Germany, and Swiss, employees’ rights are extremely well considered, and all overtime work needs to be properly paid by law. By contrast, in other Asian countries there is a different understanding on it, as working overtime is very common and it is even “encouraged” because of showing dedication to company’s success. Some employees even receive praise or promotions for working