Developing intercultural competence in international education
The international education sector requires professionals to collaborate daily with culturally diverse colleagues, clients, and partner institutions. While this diversity enriches organizational practice, it also generates recurring communication challenges that demand strong intercultural competenc...
| Autores: | , , |
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| Tipo de recurso: | artículo |
| Fecha de publicación: | 2025 |
| País: | España |
| Institución: | Universitat Autònoma de Barcelona |
| Repositorio: | Dipòsit Digital de Documents de la UAB |
| Idioma: | inglés |
| OAI Identifier: | oai:ddd.uab.cat:324985 |
| Acceso en línea: | https://ddd.uab.cat/record/324985 https://dx.doi.org/urn:doi:10.36923/jicc.v25i4.1266 |
| Access Level: | acceso abierto |
| Palabra clave: | Intercultural competence Intercultural communication International education Intercultural training Cross-cultural management Cross-cultural negotiation SMEs in Spain |
| Sumario: | The international education sector requires professionals to collaborate daily with culturally diverse colleagues, clients, and partner institutions. While this diversity enriches organizational practice, it also generates recurring communication challenges that demand strong intercultural competence. In many small and medium-sized Spanish enterprises (SMEs), however, such competence is developed informally, without systematic training or organizational support. This study aims to examine how intercultural challenges emerge in everyday business interactions and to design a context-specific training model for SMEs operating in international education. A qualitative case study was conducted using semistructured interviews, focus groups, and nine months of participant observation within a Spanish SME. Data were analyzed thematically to identify communication patterns, sources of intercultural tension, and existing informal learning practices. Findings show that cultural misunderstandings frequently disrupt collaboration and negotiation processes, leading to delays, strained relationships, and inconsistent responses to conflict. Although participants recognized the importance of cultural awareness, intercultural competence was rarely defined explicitly and was often acquired through trial-and-error rather than intentional professional development. Leadership emerged as a critical factor, yet managers themselves lacked structured preparation. Based on these insights, the study outlines key components of effective intercultural training and proposes a practice-oriented program integrating cognitive, attitudinal, and behavioral dimensions of competence. The study concludes that intercultural competence must be developed systematically to strengthen international partnerships in Spanish SMEs. The proposed training model offers a feasible, context-sensitive solution with potential applicability to other organizations operating in multicultural environments. |
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