A practical but theory‐based framework for selecting cross‐cultural training methods

Abstract

Abstract Increased internationalization in the economic, political, and social arenas has led to greater interpersonal cross‐cultural contact. Because much of this contact has not been successful, cross‐cultural training has been proposed by many scholars as a means of facilitating more effective interaction. However, most firms do not utilize cross‐cultural training. The cross‐cultural training framework proposed in this article is based on both theory and a review of the cross‐cultural training literature. The contingency framework proposed provides a practical guide for determining the method and rigor of cross‐cultural training most effective in various circumstances.

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