Accommodative communication as a mediator to the negative effects of cultural identity on perceptions of foreign management practices and perceptions of organisational climate

This Study examines whether cultural identity has an impact on perceptions of foreign management practices and perceptions of organisational climate. Based on social identity theory as a conceptual framework, it is assumed that the salience of cultural identity leads to in-group bias in interpreting organisational events. This study also examines whether managers' accommodative communication behaviour mediates these relationships. In a multinational organisation, employees see the foreign company as a symbol, and the person that deals with them in everyday working relationships in the organisation is their direct leader. It is argued that the salience of cultural identity wiU depend on employees' perceptions of the way managers attach meaning to foreign managerial practices and communicate it to them. Interaction with managers who create a distance with their employees and who fail to Usten to what employees need may be a socially appropriate way to invoke the salience of cultural identity in the working relationship. The participants were 206 Indonesian employees from three multinational organisations. Using a questionnaire, this study shows that participants with strong cultural identity had more negative perceptions of foreign management practices and organisational climate. Furthermore, this study indicates that managers' accommodative communication behaviour mediated these relationships.

'Worldmarks': Web guidelines for socially and culturally responsive assessment in university classrooms

In the early 21st century, we need to prepare university students to navigate local and global cultures effectively and sensitively. These future professionals must develop comprehensive intercultural communication skills and understanding. Yet university assessment in Australia is often based on a western template of knowledge, which automatically places International, Indigenous, as well as certain groups of local students at a study disadvantage. It also ensures that Australian students from dominant groups are not given the opportunity to develop these vital intercultural skills. This paper explores the issues embedded in themes 1 and 4 of this conference and provides details of an innovative website developed at Queensland University of Technology in Brisbane, Australia, which encourages academic staff to investigate the hidden assumptions that can underpin their assessment practices. The website also suggests strategies academics can use to ensure that their assessment becomes more socially and culturally responsive.