ARTICLEINFO
ABSTRACT
Keywords:
- Communication.
- China.
- Communication
effectiveness.
- Hofstede.
- Shannon-Weaver model
- Cultural intelligence.
- Job satisfaction.
- Performance.
Cultural differences have always been the ground to barriers within
communication. Due to globalization this is becoming an increasingly
important aspect of how business communication is done. Therefore, there
is a need for organizations to have the skillset to deal with the cultural
differences that a cross-cultural business environment entails. To
understand the effect of cultural differences in business communication,
more specifically the german and the japanese culture, a qualitative
research approach was used to conduct a case study. Furthermore, the
relationship between CQ and communication effectiveness and job
satisfaction are measured in a sample of 225 Chinese managers working
for foreign multinational enterprises in China. The results show that CQ
plays an important role in reducing anxiety and influencing both
communication effectiveness and job satisfaction positively. Another
outcome is the unexpected influence of anxiety on job satisfaction but not
on communication effectiveness. The study has followed the structure as
can be seen in the frame of reference according to the studies three main
subjects: globalization, culture and communication and business
communication.
1.Introduction
In today's interconnected world, effective communication is crucial for building relationships, resolving
conflicts, and achieving common goals. However, what constitutes effective communication can vary
significantly across cultures. Cultural factors such as language, nonverbal cues, and communication styles
shape individuals' perceptions of what is considered effective and appropriate in interpersonal
interactions. Understanding these cultural influences is essential for navigating cross-cultural
communication and fostering mutual understanding and cooperation.
Communication is a fundamental aspect of human interaction, enabling the exchange of thoughts, ideas,
and emotions. However, the effectiveness of communication can vary significantly depending on the
cultural context in which it occurs. Culture, comprising beliefs, values, norms, and behaviors shared by a
particular group, shapes individuals' perceptions of communication effectiveness. Differences in
language, nonverbal cues, and communication styles across cultures can influence how messages are
conveyed and interpreted, potentially leading to misunderstandings or misinterpretations. Understanding
the impact of culture on communication effectiveness is essential in today's globalized world, where
individuals from diverse backgrounds interact and collaborate. By recognizing and adapting to cultural
differences, individuals can enhance their communication skills, promote mutual understanding, and build
stronger relationships across cultures.
The primary focus of this study is to examine how an individual's CQ influences their perceptions of
communication effectiveness in multicultural work environments. It investigates whether individuals with
higher CQ tend to evaluate communication effectiveness more positively, as they possess the necessary
cultural knowledge, sensitivity, and behavioral adaptability to effectively communicate with individuals
from diverse cultures.
Furthermore, this study explores the impact of communication effectiveness on job satisfaction.
Communication is a critical factor in workplace interactions, and effective communication is essential for
fostering positive working relationships, reducing misunderstandings, and enhancing job satisfaction. The
study aims to examine whether individuals' perceptions of communication effectiveness directly influence
their overall job satisfaction.
The findings of this research may inform organizations and individuals about the importance of cultural
intelligence in promoting effective communication and enhancing job satisfaction in multicultural work
environments.
2.Literature Review:
2.1. Globalization and international communication:
In today's increasingly interconnected world, the ability to effectively communicate across cultures has
become more important than ever. As individuals, organizations, and nations interact and collaborate on
a global scale, understanding and adapting to different cultural norms and expectations is crucial for
successful communication. Culture, a complex system of shared beliefs, values, customs, and behaviors,
plays a significant role in shaping our perceptions of communication effectiveness. Different cultures
have distinct communication styles, languages, and nonverbal cues that can influence how messages are
conveyed and interpreted. Therefore, recognizing and understanding cultural differences is key to
enhancing communication effectiveness in multicultural and international contexts. This essay will
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explore the impact of culture on perceptions of communication effectiveness, examining factors such as
language, nonverbal communication, and communication styles. It will also discuss the challenges and
opportunities that arise when individuals from different cultural backgrounds interact and the importance
of developing cultural intelligence to navigate these complexities successfully. By recognizing and
adapting to cultural differences, individuals can maximize their communication effectiveness, foster
mutual understanding, and build stronger relationships in an increasingly globalized world.
2.2 The Shannon Weaver communication model:
The Shannon-Weaver communication model, also known as the Shannon-Weaver model of
communication, is a fundamental framework for understanding the process of human communication.
Developed by Claude Shannon and Warren Weaver in 1949, this model provides a mathematical approach
that focuses on the transmission of information from a sender to a receiver.
The Shannon-Weaver model consists of five basic elements: the sender, the message, the channel, the
receiver, and the noise. The sender is the person or entity initiating the communication, while the receiver
is the intended recipient of the message. The message itself is the information being communicated, which
can be in the form of words, images, gestures, or any other medium. The channel refers to the means
through which the message is transmitted, such as face-to-face interaction, telephone, email, or social
media. Finally, the noise represents any interference or factors that may disrupt the communication
process, such as distractions, language barriers, or technological glitches.
According to the Shannon-Weaver model, effective communication occurs when the sender successfully
encodes the message, transfers it through the chosen channel, and the receiver accurately decodes and
understands the message. However, this model does not explicitly consider the impact of cultural factors
on communication effectiveness.
Culture plays a significant role in shaping individuals' perceptions of communication effectiveness.
Cultural differences in language, nonverbal cues, and communication styles can significantly influence
how messages are conveyed, interpreted, and understood. For example, direct communication may be
valued in some cultures, while indirect communication or the use of nonverbal cues may be more common
in others. The interpretation of silence, gestures, and tone of voice can also vary across cultures, leading
to potential misunderstandings or misinterpretations.
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Understanding the impact of culture on perceptions of communication effectiveness is crucial in today's
globalized world, where individuals from diverse cultural backgrounds often interact and collaborate. By
recognizing and adapting to cultural differences, individuals can enhance their communication skills,
promote mutual understanding, and build stronger relationships across cultures. This literature review
will explore the ways in which culture influences perceptions of communication effectiveness, examining
factors such as language, nonverbal communication, and communication styles. It will also discuss the
challenges and opportunities that arise in cross-cultural communication and the importance of developing
cultural intelligence to navigate these complexities successfully.
Figure 1: The Shannon-Weaver Model of Communication
A problem with the Shannon Weaver model is the lack of attention to the context of creating and receiving
a message. For example, the message can be different depending on the context. There are different
situational, institutional, political, social, historical and cultural contexts which can influence the
interpretation of the message. Age, social class, profession and gender can also have effects on the value
of the message and the implied meaning. The Shannon Weaver model only transmits the information of
the message and the purpose of the model is something that needs to be taken into consideration when
dealing with the model.
3.Culture and Communication:
In order to find answers to the research question in this thesis, cultural differences have to be analyzed. A
more in-depth discussion of Hofstede’s framework will be seen in this section, which deals with cultural
differences and the importance of culture in communication will also be discussed.
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3.1 Hofstede’s framework:
Hofstede's framework, also known as Hofstede's cultural dimensions theory, is a model developed by
Dutch social psychologist Geert Hofstede. This framework is used to understand and compare different
national cultures based on various dimensions. Hofstede identified six cultural dimensions that can
differentiate one culture from another: 1. Power Distance: This dimension measures the extent to which
less powerful members of a society accept and expect power inequalities. High Power Distance cultures
have a hierarchical structure and respect authority, while low Power Distance cultures value equality and
question authority.
1. Individualism vs. Collectivism: This dimension focuses on the extent to which individuals
prioritize their own interests over the interests of the group. Individualistic cultures emphasize
personal goals and achievements, whereas collectivistic cultures prioritize group harmony and
loyalty.
2. Masculinity vs. Femininity: This dimension examines the distribution of social roles between
genders. Masculine cultures have a preference for assertiveness, competition, and material
success, while feminine cultures value cooperation, quality of life, and caring for others.
3. Uncertainty Avoidance: This dimension measures the level of tolerance for uncertainty and
ambiguity in a society. Cultures with high Uncertainty Avoidance are uncomfortable with
ambiguity and prefer rules, regulations, and formal structures, while cultures with low Uncertainty
Avoidance tend to be more open to change and tolerate ambiguity.
4. Long-term Orientation vs. Short-term Orientation: This dimension looks at the extent to which a
culture values long-term goals and traditions over short-term gratification. Cultures with longterm orientation prioritize thrift, perseverance, and respect for traditions, whereas short-term
oriented cultures focus on immediate stability, personal happiness, and fulfilling obligations.
5. Indulgence vs. Restraint: This dimension relates to the extent to which a society allows its
members to fulfill their basic human desires and enjoy life. Indulgent cultures tend to have a
relaxed attitude towards enjoying life and leisure activities, while restrained cultures tend to
control gratification and emphasize the necessity of fulfilling social norms. Hofstede's framework
helps explain the differences and similarities between cultures, providing insights into how people
from different cultures may think, behave, and interact. It can be useful in various fields such as
cross-cultural management, international business, and intercultural communication. However, it
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is important to note that culture is complex and multi-dimensional, and Hofstede's framework is
just one way to understand it.
Figure 2:Hofstede's Cultural Dimensions.
3.2 Hofstede comparison: Germany vs. Japan
Hofstede's cultural dimensions theory is a framework for understanding the differences in culture between
countries. It consists of six dimensions: Power Distance, Individualism vs. Collectivism, Masculinity vs.
Femininity, Uncertainty Avoidance, Long-Term vs. Short-Term Orientation, and Indulgence vs.
Restraint.
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Figure 3: Hofstede framework: Japan vs. Germany
Source: https://www.hofstede-insights.com/country-comparison-tool?countries=germany%2Cjapan
Let's compare Germany and Japan on these dimensions:

Power Distance:
a) Highly decentralised and supported by a strong middle class, Germany is not surprisingly among the
lower power distant countries (score 35). Co-determination rights are comparatively extensive and
have to be taken into account by the management. A direct and participative communication and
meeting style is common, control is disliked and leadership is challenged to show expertise and best
accepted when it’s based on it.
b) At an intermediate score of 54, Japan is a borderline hierarchical society. Yes, Japanese are always
conscious of their hierarchical position in any social setting and act accordingly. However, it is not as
hierarchical as most of the other Asian cultures. Some foreigners experience Japan as extremely
hierarchical because of their business experience of painstakingly slow decision-making process: all
the decisions must be confirmed by each hierarchical layer and finally by the top management in
Tokyo.

Individualism vs. Collectivism:
a) The German society is a truly Individualist one (79). Small families with a focus on the parentchildren relationship rather than aunts and uncles are most common. There is a strong belief in the
ideal of self-actualization. Loyalty is based on personal preferences for people as well as a sense
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of duty and responsibility. This is defined by the contract between the employer and the employee.
Communication is among the most direct in the world following the ideal to be “honest, even if it
hurts” – and by this giving the counterpart a fair chance to learn from mistakes.
b) Japan scores 62 on the Individualism dimension. Japanese society shows the characteristics of an
individualistic society. Japanese society does not have an extended family system like China and
Korea. Japan has been a paternalistic society and the family name and asset was inherited from
the father to the eldest son. The younger siblings had to leave home and make their living with
their core families. Japanese are famous for their loyalty to their companies, which people have
chosen for themselves, which is an Individualist thing to do. You could say that the Japanese ingroup is situational. Japanese are more private and reserved than most other Asians.
c)

Motivation towards Achievement and Success:
a) With a score of 66 Germany is considered a Decisive society. Performance is highly valued and early
required as the school system separates children into different types of schools at the age of ten. People
rather “live in order to work” and draw a lot of self-esteem from their tasks. Managers are expected
to be decisive and assertive. Status is often shown, especially by cars, watches, and technical devices.
b) At 95, Japan is one of the most Decisive societies in the world. However, in combination with their
mild collectivism, you do not see assertive and competitive individual behaviors which we often
associate with a Decisive culture. What you see is severe competition between groups. From a very
young age at kindergartens, children learn to compete on sports day for their groups (traditionally red
team against white team).
In corporate Japan, you see that employees are most motivated when they are fighting in a winning
team against their competitors. What you also see as an expression of Decisiveness in Japan is the
drive for excellence and perfection in their material production (monodukuri) and in material services
(hotels and restaurants) and presentation (gift wrapping and food presentation) in every aspect of life.
Notorious Japanese workaholism is another expression of their Decisiveness. It is still hard for women
to climb up the corporate ladders in Japan with their Decisive norm of hard and long working hours.

Uncertainty Avoidance:
a) Germany is among the uncertainty avoidant countries (65); the score is on the high end, so there
is a slight preference for Uncertainty Avoidance. In line with the philosophical heritage of Kant,
Hegel and Fichte there is a strong preference for deductive rather than inductive approaches, be it
in thinking, presenting or planning: the systematic overview has to be given in order to proceed.
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This is also reflected by the law system. Details are equally important to create certainty that a
certain topic or project is well-thought-out. In combination with their low Power Distance, where
the certainty for own decisions is not covered by the larger responsibility of the boss, Germans
prefer to compensate for their higher uncertainty by strongly relying on expertise.
b) At 92 Japan is one of the most uncertainty avoiding countries on earth. This is often attributed to
the fact that Japan is constantly threatened by natural disasters from earthquakes, tsunamis (this is
a Japanese word used internationally), typhoons to volcano eruptions. Under these circumstances
Japanese learned to prepare themselves for any uncertain situation. This goes not only for the
emergency plan and precautions for sudden natural disasters but also for every other aspect of
society. You could say that in Japan anything you do is prescribed for maximum predictability.
From cradle to grave, life is highly ritualized and you have a lot of ceremonies. For example, there
is opening and closing ceremonies of every school year which are conducted almost exactly the
same way everywhere in Japan. At weddings, funerals and other important social events, what
people wear and how people should behave are prescribed in great detail in etiquette books. School
teachers and public servants are reluctant to do things without precedence. In corporate Japan, a
lot of time and effort is put into feasibility studies and all the risk factors must be worked out
before any project can start. Managers ask for all the detailed facts and figures before taking any
decision. This high need for Uncertainty Avoidance is one of the reasons why changes are so
difficult to realize in Japan.

Long-Term vs. Short-Term Orientation:
a) Germany’s score of 57 indicates that it is a pragmatic country. In societies with a pragmatic
orientation, people believe that truth depends very much on situation, context, and time. They show
an ability to adapt traditions easily to changed conditions, a strong propensity to save and invest,
thriftiness, and perseverance in achieving results.
b) At 100 Japan scores the most Long-Term Orientation oriented societies. Japanese see their life as a
very short moment in the long history of mankind. From this perspective, some kind of fatalism is not
strange to the Japanese. You do your best in your lifetime and that is all that you can do. The notion
of the one and only almighty God is not familiar to the Japanese. People live their lives guided by
virtues and practical good examples. In corporate Japan, you see long-term orientation in the
constantly high rate of investment even in economically difficult times, higher own capital rate,
priority to steady growth of market share rather than to a quarterly profit, and so on. They all serve
the durability of the companies. The idea behind it is that the companies are not here to make money
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every quarter for the shareholders but to serve the stakeholders and society at large for many
generations to come.

Indulgence vs. Restraint
a) The low score of 40 on this dimension indicates that the German culture is Restrained in
nature. Societies with a low score in this dimension have a tendency to cynicism and
pessimism. Also, in contrast to Indulgent societies, Restrained societies do not put much
emphasis on leisure time and control the gratification of their desires. People w ith this
orientation have the perception that their actions are Restrained by social norms and feel that
indulging themselves is somewhat wrong.
b) Japan, with a low score of 42, is shown to have a culture of Restraint. Societies with a low
score in this dimension have a tendency to cynicism and pessimism. Also, in contrast to
Indulgent societies, Restrained societies do not put much emphasis on leisure time and
control the gratification of their desires. People with this orientation have the perception that
their actions are Restrained by social norms and feel that indulging themselves is somewhat
wrong.
In conclusion, this Hofstede study case highlights several cultural differences between Germany and
Japan. Germany tends to value individualism, work-life balance, and indulgence, while Japan focuses
more on collectivism, hierarchy, and restraint. Understanding these differences can help individuals and
businesses navigate intercultural encounters more effectively.
4.The importance of culture in communication
Culture plays a crucial role in communication as it shapes our understanding, interpretation, and
expression of thoughts and ideas. It influences the way we perceive and interpret nonverbal cues,
language, and social cues within a specific cultural context. Understanding and respecting different
cultures is necessary for effective communication, as it avoids misinterpretation, stereotypes, and
potential conflicts. Culture not only shapes our perception of communication, but also influences our
behaviors, values, and norms, which are reflected in how we communicate with others. Recognizing and
appreciating cultural differences can foster mutual understanding, empathy, and open-mindedness,
making communication more inclusive, effective, and harmonious.
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4.1 Culture intelligence:
Cultural intelligence, also known as cultural quotient (CQ), refers to an individual's ability to understand,
adapt to, and effectively operate in diverse cultural environments. It involves having knowledge of
different cultural norms, values, beliefs, and practices, as well as the ability to interact and communicate
with people from different cultural backgrounds.
Cultural intelligence goes beyond just basic knowledge about a culture and involves the capability to work
effectively with people from different cultural backgrounds. It includes skills such as empathy, openmindedness, flexibility, and the ability to manage cultural differences.
Having cultural intelligence is becoming increasingly important in today's globalized world, as
businesses, organizations, and societies become more diverse and interconnected. It can help individuals
navigate cultural differences, build cross-cultural relationships, collaborate effectively in multicultural
teams, and adapt to new environments with ease.
4.2 Conceptual model and hypothesis development
The conceptual model and the hypotheses are shown in Figure 4. The model demonstrates how CQ has a
direct impact on job satisfaction and communication effectiveness, two employee outcome variables.
Next, it is demonstrated that anxiety acts as a mediator in the interaction between CQ and its results.
While several studies examine the connection between CQ and its results, none have found a connection
between CQ and job satisfaction or the effectiveness of communication. In CQ research, testing these two
correlations is novel. Indirect analyses of other model interactions have been done in the literature.
Nevertheless, prior research on the relationship between intercultural communication and job satisfaction
measured stress rather than anxiety. It is novel to test the connection between anxiety and CQ.
Figure 4: Conceptual model showing relationships between an independent variable CQ, a mediating variable anxiety and the two dependent
variables job satisfaction and communication effectiveness.
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CQ is crucial for effective communication since it is a measure of one's capacity to interact with individuals
from diverse cultural backgrounds. Understanding cultural differences helps people communicate
appropriately both verbally and nonverbally while interacting with people from different countries. In
addition to encouraging people to take the initiative to start expressing themselves to people from different
cultures, CQ also gives people the courage to listen, understand how different cultures communicate, draw
the appropriate conclusions, and respond appropriately through appropriate communication. An expat's
comprehension of the culture and people of their host country improve with increased communicative
involvement.
4.3 Anxiety and communication effectiveness
Every time we interact with someone we don't know well; we feel a little anxious. The disruptive nature of
anxiety can impede the efficacy of communication. People leave behind the predictable, comfortable, and
secure domestic environment as they cross cultural boundaries and enter a new "comfort zone." Individuals
may suffer from anxiety and discomfort, which are collectively known as the "psychological toll".
5.Methodology:
We gathered information in China from Chinese respondents who were employed by foreign businesses.
Evaluating CQ's connections to job performance and communication effectiveness
More understanding of the effects of CQ is aided by the contentment of a non-Western, monocultural Chinese
population, as downloaded by Radboud Universiteit Nijmegen on May 13, 2014, at 03:29. Both online and
paper-and-pencil questionnaires were gathered. We gathered the first online survey subsample of 91 foreign
multinational enterprises (MNEs) operating in China's service sector; these companies have their
headquarters in Shanghai and a few overseas locations in the province of Yunnan. Managerial and
professional roles were held by the respondents (e.g., logistic manager or marketing manager).
5.1 Measures:
5.1.1 CQ:
The CQS is a 20-item measure with a seven-point Likert scale divided over four dimensions. We pre-tested
the CQS in preliminary research with 63 international students at the authors’ university. This research
indicates that the meta- cognitive dimension had weak items. Therefore, we decided to add several meta12
cognitive items, meta-cognitive questionnaire, of which four new items proved to be strong enough (e.g., ‘If
I meet with a business partner in another culture, I always try to include the person’s background and
environment to find out about his/her motives’), for a total of 24 items for this measure. We named this 24item CQS, the CQSplus. In earlier research by the authors on CQ among Chinese students living abroad, we
discovered that the discriminant validity of the CQ scale was limited. In other publications not all four CQ
dimensions were used, suggesting that discriminant validity of the four CQ dimensions was not high enough.
dimension
analysis
anxiety
Cross-cultural communication
effectiveness
Job satisfaction
Responses were on a
seven-point Likert
scale, ranging from
‘strongly disagree’ to
‘strongly
agree’.
(e.g., ‘I get anxious
around people from
other
cultures’,
‘When
I
meet
someone
from
another culture I get
very
nervous’,
‘Travelling in lands
where I can’t read the
street names gives
me anxiety’).
We used a six-item scale to
measure
cross-cultural
communication effectiveness
(e.g., ‘How effective are you in
understanding
colleagues/clients/salespeople
from another culture?’). We
measured
the
dependent
variable
effective
crosscultural communication using
six statements in which
respondents assessed their
ability to express themselves to
foreigners and understand
foreigners
from
three
perspectives: self, colleague
and boss. Respondents chose
from a seven-point Likert scale
ranging
from
1
(very
ineffective)
to
7
(very
effective).
We
measured
job
satisfaction with global
integrative questions
rather than using a
faceted job satisfaction
construct with several
dimensions of the job.
The job satisfaction
scale consists of three
items (e.g., ‘I would
recommend friends to
work
for
my
department’,
‘In
general, I like working
here’ and ‘All in all I am
satisfied with my job’)
Participants responded
on a seven-point Likert
scale ranging from 1
(strongly disagree) to 7
(strongly agree).
Control variables
To
control
for
demographic
variables, the last part
of the questionnaire
included 19 questions
about age, gender,
education,
work
experience and about
personal background
factors such as the
department,
the
industry,
the
company,
work
experience at home
and abroad, contact
frequency
when
abroad, intercultural
interaction frequency
in the job, living status
when living abroad,
travel experience and
initial thoughts about
working
Table 1: analysis of Likert scale four dimensions.
5.2 Sample description
The demographic characteristics of the sample of 225 Chinese respondents are shown in Table 2. 58% of the
male respondents and 42% of the female respondents completed the questionnaire. The age of the respondents
is 33 years old on average. Their levels of education are fairly high: 99.6% have a bachelor's degree or above,
and 76.1% have a master's degree or above. 73.5% of respondents said they are not religious. For work, the
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majority of respondents (76.1%) frequently go abroad. Only 27% of them had traveled when they were
younger. A greater proportion of respondents (85%) stated that they first considered working overseas when
they were in college or at a later age.
Table 2: Sample characteristics.
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5.3 Results:
5.3.1 Measurement model analysis:
We evaluated the reliability coefficients (RCs) to determine the internal consistency of the various scales.
Table 3 presents the findings. RC is 0.86 on the efficacy scale. The satisfaction scale has an RC of 0.78. With
four meta-cognitive questions added to the CQS, the CQSplus scale has a reliability coefficient of 0.87.
Separately, the RCs for the four dimensions are 0.64 (MC CQ), 0.81 (COG CQ), 0.70 (MOT CQ), and 0.72
(BEH CQ). The RC for the anxiety scale is 0.76. Every object possesses factor loadings. 0.5, indicating the
correctness of convergence.
We conducted confirmatory factor analysis (CFA) to assess discriminant validity. The results indicate
satisfactory measurement fit (x^2/df =1476, comparative fit index (CFI) = 0.948, and the root mean square
error of approximation (RMSEA) = 0.046).”
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Table 3: Construct items with factor loadings (standardized regression weights) and construct reliabilities.
Next, we compare the four-dimensional models of CQ with the two-dimensional model. After constraining
all covariances to 1, model fit becomes bad (x 2/df =2501; CFI= 0.823; RMSEA = 0.082). The delta chisquare test value of 14.7 with a p-value ,0.05 demonstrates discriminant validity between the latent constructs.
So, a four-dimensional model of CQ is better than the two-dimensional model.
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Table 4: Overview of the correlations between the constructs.
We look at the factor loadings of the CQ dimensions in Table 4 to test convergent validity. We observe that
they range from 0.65 to 0.97. We chose to use a second-order construct for the CQSplus (see Figure 4) due
to these high factor loadings of the CQ dimensions and some correlations (see Table 6.4) between CQ
dimensions that are higher than or very close to the square root of the corresponding average variance
extracted (AVE) (MOT-BEH, MOT-MC, BEH-MC).
Figure 4: AMOS model with regression coefficients.
We concurrently do two CMB tests. We establish a relationship between the unobserved marker variable
(item enthusiastic: "I get very excited when visiting a concert") and the unconstrained measurement model.
Following CFA and the relationship between the unobserved marker variable and every item in the
measurement model, we find non-significant regression weights (0.102–0.216) for every marker-item link.
In addition, as part of the decomposition process, we tie each item in the measurement model to the social
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desirability observed component, which is next to the CMB marker unobserved factor. We observe no
improvement (or even a decline) in the measurement fit after performing CFA (x^2/df=1837; CFI = 0.916;
NFI=0.839; RMSEA= 0.061). There has been a considerable decline (p, 0.000).
5.4 Discussion:
Numerous empirical research has been carried out to further the construction of a CQ theory subsequent to
the creation of the CQ scale. While some research has linked CQ to its results, other investigations have
focused on identifying its antecedents. Studies involving foreign students, leaders, managers, and expatriates
have been conducted thus far. We have expanded on the connection between CQ and its results in this work.
We contend that while being understudied, "communication effectiveness" and "job satisfaction" could have
a significant mediating role in the association between CQ and less immediate outcomes like task
performance and adjustment.
Because there is little information to predict how someone will react in a cross-cultural engagement and
because unknown cultural codes increase anxiety, cross-cultural interactions can produce feelings of
ambiguity and worry. In these cases, CQ helps an individual to suppress the demand for quick decisions and
better anticipate situations that are culturally unfamiliar. Raising one's tolerance for ambiguity can help one
feel less stressed and less threatened or anxious. According to this study, CQ improves job satisfaction and
communication effectiveness while having a negative impact on anxiety (see Figure 4). As a result, CQ plays
a crucial role in facilitating cross-cultural communication. Since the development of understanding and
acclimatization between individuals from various cultural backgrounds depends heavily on communication,
any capacity to improve this process is important and should be nurtured.
Job satisfaction has a favorable correlation with CQ. This is a significant result because job satisfaction serves
as a catalyst for maintaining and advancing cross-cultural communication. Intention to remain with the
company is significantly influenced by job satisfaction, which is significant for managers in the host nation
who have built their cross-cultural competency through frequent cross-cultural interactions with foreign
expats. Employee turnover in the area is significant. There's a chance they'll leave to work for other overseas
multinational corporations.
Our last contribution relates to anxiety and communication effectiveness. We found no significant effect
between anxiety and communication effectiveness (-0.005, p= 0.908). From our model, we may conclude
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that CQ reduces anxiety to such a level that it does not harm communication. Again, this stresses the
importance of the CQ variable.
6.Conclusion:
In conclusion, culture has a significant impact on perceptions of communication effectiveness. Different
cultures have various norms, values, and beliefs that shape their communication styles and expectations.
These cultural differences can influence how individuals interpret and evaluate communication methods and
strategies.
Effective communication in one culture may not necessarily be perceived as effective in another. For
example, direct and explicit communication styles may be highly valued in some cultures, as they are seen as
honest and efficient. However, in other cultures, indirect and subtle communication styles may be preferred,
as they prioritize relationship-building and maintaining harmony.
Cultural differences also affect nonverbal communication, such as body language, facial expressions, and
gestures. These nonverbal cues can hold different meanings and significance across cultures, leading to
possible misinterpretations or misunderstandings.
Furthermore, cultural values and social hierarchies can influence power dynamics in communication. In some
cultures, individuals may be more comfortable expressing their opinions and challenging authority figures,
while in others, deference and respect towards authority may be expected.
The study advances CQ, particularly in relation to outcome factors like work satisfaction and communication
efficacy. CQ is a crucial factor that helps workers in multinational companies to a large extent. Employees in
the host nation who frequently interact with people from other cultures can also gain from cultivating CQ.
Since they are employed in their native nation, it is presumed that this sizable group does not experience any
difficulties adjusting, which is why they are frequently overlooked in international studies. But this group
also experiences conflict when they work in a corporate culture that is different from their own because it is
shaped by the nation where the headquarters are situated.
The reason why the study's respondents experienced both anxiety and job satisfaction at the same time is that,
while they are highly motivated to work for a foreign company because it offers them incentives in the form
of status and (higher) salary, they are also apprehensive about working with foreign managers due to
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intercultural communication barriers. Understanding this group's communication style and general well-being
is important for these global corporations' performance.
7.References:
[1] Babcock, R. D., & Du-Babcock, B. (2007b). The Language-based Communication Zones Model:
Development, Competencies, and Adjustment Patterns. Journal of Business Communication, 44(4), 340–373.
https://doi-org.proxy.lib.ltu.se/10.1177/0021943607306136
[2] Bargiela-Chiappini, F., Bülow-Møller, A. M., Nickerson, C., Poncini, G., Zhu, Y., & Zachry, M. (2003).
Five Perspectives on Intercultural Business Communication. Business Communication Quarterly, 66(3), 73–
96. https://doi- org.proxy.lib.ltu.se/10.1177/108056990306600308
[3] https://www.hofstede-insights.com/country-comparison-tool?countries=germany%2Cjapan
[4] https://scholarworks.sjsu.edu/cgi/viewcontent.cgi?article=2066&context=faculty_rsca
[5] Beaton, D.E., Bombardier, C., Guillemin, F., and Ferraz, M.B. (2000), ‘Guidelines for the Process of
Cross-Cultural Adaptation of Self-Report Measures,’ Spine, 25, 3186–3191.
[6] Bonache, J. (2005), ‘Job Satisfaction Among Expatriates, Repatriates and Domestic Employees: The
Perceived Impact of International Assignments on Work-Related Variables,’ Personnel Review, 34, 110–124.
[7] Bossard, A.B., and Peterson, R.B. (2005), ‘The Repatriate Experience as Seen by American Expatriates,’
Journal of World Business, 40, 9–28.
[8] Axtell, R.E. (1998). Gestures. New York: Wiley.
[9] Bovee, C. L., & Thill, J. V. (2010). Business communication today (10th ed.). Boston: Prentice Hall.
[10] Brett, J. E. (2001). Negotiating globally: How to negotiate deals, resolve disputes, and make decisions
across cultural boundaries. San Francisco: Jossey-Bass.
[11] Budhwar, P. (2001). Doing business in India. International business review, 43 (4), 549- 568.
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