This textbook is designed to help Marines link concepts of culture to the realities of planning and executing military operations around the world. The book has three primary goals:
DLNSEO engaged the RAND Corporation to examine the LTC Program, to ensure the LTC program is meeting its goals and to assist the Department of Defense in future planning regarding the program.
This is the after-action report from the Cultural Intelligence Assessment Project commissioned by DLNSEO, which was designed as a first step toward understanding if and how the CQ Assessment can be used to meet the need across DoD for an empirical, academically valid way of measuring cross-cultural competence.
This is the after-action report from the Assessing Culture and Regional Training Programs Across DoD project commissioned by DLNSEO, which called for the expanded and strategic use of the CQ Military Survey across DoD.
This report documents the Institute of Defense Analyses' examination of the infusion of language, regional, and cultural (LRC) content into Professional Military Education (PME) across the Services, from pre-commissioning through the General Officer/Flag Officer (GO/FO) level.
This interim report summarizes the results of an independent assessment of Department of Defense (DoD) personnel systems and databases, focused on the identification and differentiation of what personnel data exist, where, and at what organizational level, as well as what is done with those data.
The Culture General Guidebook provides concepts and skills that can be used to understand and interact in culturally complex situations in any part of the globe.
This report discusses the need for an improved SOF language training and education program consisting of improved initial language and culture training, advanced regional studies and in-country immersion.
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.