The purpose of this summary report is to detail the progress made in identifying potential barriers and gaps within organizations and to serve as a resource for the development of a Cross-Cultural Competence (3C) White Paper.
While group intellectual capital, manifested in the ability to transfer core competencies from one experience to the next, is critical for sustaining competitive advantage, today's organization faces the difficulty of measuring and managing these intangible assets. Here we examine the unique role of expatriate managers in enhancing group intellectual capital by facilitating the transfer of knowledge across national borders.
This paper addresses the following questions: is (external) merge, the binary operation that combines two elements into a constituent in every variant of the Minimalist Program (Chomsky, 1993, 1995 and related works), an unconstrained operation? If so, what avoid generating ill-formed structures?
Two studies provided direct support for a recently proposed dialect theory of communicating emotion, positing that expressive displays show cultural variations similar to linguistic dialects, thereby decreasing accurate recognition by out-group members.
The title of this issue is Global Solutions. The articles featured inside in one way or another consider solutions to ongoing global problems or provide knowledge and/or skills to those organizations and their personnel as they go about supporting missions and operations to help resolve conflict and other crises and disasters.
This document was produced through an ad hoc collaboration among scientists from three Military Services (U.S. Army, U.S. Air Force, and U.S. Marine Corps) to summarize and highlight 3C research focused on, or relevant to, the military.
In this initial special topics issue, Robert Greene Sands and Pieter DeVisser suggest, in their detailed look at the DoD’s language, regional expertise and culture (LREC) program, that there lacks any kind of sufficient assessment mechanism to provide organizations critical understanding of their LREC
capability, while failing to also provide the individual learner with a measure of performance useful to professional career development.
The purpose of this descriptive study is to discuss the creation and implementation of a self-paced course designed to present military and academic course content in an engaging and interactive format. The paper reviews the "Introduction to Cross-Cultural Communication" course piloted to 150 Air Force personnel in Spring 2011 and reveals the challenges and opportunities inherent to self-paced courses for student service members and instructors.