Managers’ Cultural Metacognition and Intercultural Performance


For managers, intercultural effectiveness requires forging close working relationships with people from different cultural backgrounds (Black, Mendenhall, & Oddou, 1991). Recent research with executives has found that higher cultural metacognition is associated with affective closeness and creative collaboration in intercultural relationships (Chua, Morris, & Mor, & 2012). However, little is known about the social cognitive mechanisms that facilitate the performance of individuals who score high on cultural metacognition. We propose that one important question for cross-cultural research and training is identifying which metacognitive strategies enable successful intercultural collaborations. Combining laboratory studies and quasi-field samples, this project examines cognitive habits associated with individuals higher on cultural metacognition. Specifically, we examine the role of cultural stereotypes in forming accurate judgments and coordinating with different culture peers. The project aims to answer the following questions:

  • When/how should managers apply cultural stereotypes in intercultural interactions and when should they refrain from doing so?
  •  When should managers update their cultural stereotypes?
  • How can we train/develop cultural metacognitive habits among managers?