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Follow the Experts Follow the Experts: Intercultural Competence as Knowing-in-Practice

Follow the Experts Follow the Experts: Intercultural Competence as Knowing-in-Practice

Suzanne Gagnon, Pamela Lirio
Copyright: © 2012 |Pages: 20
ISBN13: 9781466603066|ISBN10: 1466603062|EISBN13: 9781466603073
DOI: 10.4018/978-1-4666-0306-6.ch002
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MLA

Gagnon, Suzanne, and Pamela Lirio. "Follow the Experts Follow the Experts: Intercultural Competence as Knowing-in-Practice." Cultural Variations and Business Performance: Contemporary Globalism, edited by Bryan Christiansen, IGI Global, 2012, pp. 23-42. https://doi.org/10.4018/978-1-4666-0306-6.ch002

APA

Gagnon, S. & Lirio, P. (2012). Follow the Experts Follow the Experts: Intercultural Competence as Knowing-in-Practice. In B. Christiansen (Ed.), Cultural Variations and Business Performance: Contemporary Globalism (pp. 23-42). IGI Global. https://doi.org/10.4018/978-1-4666-0306-6.ch002

Chicago

Gagnon, Suzanne, and Pamela Lirio. "Follow the Experts Follow the Experts: Intercultural Competence as Knowing-in-Practice." In Cultural Variations and Business Performance: Contemporary Globalism, edited by Bryan Christiansen, 23-42. Hershey, PA: IGI Global, 2012. https://doi.org/10.4018/978-1-4666-0306-6.ch002

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Abstract

This chapter explores individual intercultural competence as an enacted capability developed through social interaction and experience with dominant local cultures and minority cultures. The authors employ a knowing-as-practice perspective, following Nicolini et al. (2003), and notions of tacit knowledge within particular domains (Sternberg et al., 1995), to suggest that the study of intercultural experts has potential to inform this area of knowledge. From this perspective, examining practice repertoires used by expert actors can provide a useful complement to cultural intelligence frameworks (Thomas & Inkson, 2004, Earley, 2002) for understanding individual intercultural competence. Drawing on emerging literature on biculturalism, this chapter introduces an approach to researching intercultural knowing-in-practice through a focus on one type of experts, in this case, a group of young, bicultural Canadians. The authors found emotion- and behavioral-based themes that informed these experts’ responses to intercultural scenarios, their responses to proposed in-situ practice. From the findings, the chapter suggests that management can learn about intercultural competence from such experts’ approaches to navigating intercultural conflicts.

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