Global competencies as strategic capabilities in multicultural organizations: comparative evidence from Mexican and U.S. managers
DOI:
https://doi.org/10.34140/bjbv8n3-054Palavras-chave:
global competencies, strategic capabilities, multicultural organizations, intercultural management, comparative studyResumo
Considering the increasing cultural diversity of global business environments and the need for organizational competitiveness (Justification/Problem), this study aims to examine whether statistically significant differences exist between Mexican and U.S. managers regarding four dimensions of global competencies: knowledge, skills, attitudes, and experience (Objectives). To this end, a quantitative, cross-sectional comparative design was employed through the reanalysis of an empirical dataset collected from 139 managers (70 Mexican and 69 U.S. managers) working in multicultural organizations in the United States, utilizing independent-samples t-tests across all four competency dimensions (Methodology). In this way, it is observed that statistically significant differences were identified in all evaluated dimensions ($p < .05$), with Mexican managers reporting higher mean scores than their U.S. counterparts in knowledge, skills, attitudes, and experience (Results), which allows us to conclude that global competencies are non-uniformly distributed managerial resources that act as multidimensional strategic capabilities to facilitate cross-cultural collaboration, coordination, and organizational adaptability (Conclusion).
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