Although some aspects of cognition, behavior, or affect may be particularly relevant in a specific country or region, evidence suggests that a core set of competencies enables adaptation to any culture (Hammer, 1987).
Cultural diversity is a learned behavior highly influenced by values, beliefs, and religion shared by a group of people and passed from one generation to another (Mulholland, 1991) Cross-cultural competence is not an end in itself, but is a set of variables that contribute to intercultural effectiveness.
Positive Evidence: An individual's absorptive capacity, or their potential to identify, integrate, and use outside information, is likely to be enhanced by worker heterogeneity and a more extensive knowledge base.
Workplace cohesiveness, satisfaction, turnover, and cross-group contacts are all impacted by an organization's culture, and these factors can eventually affect task distribution, hiring practices, and overall performance (Reskin, McBrier, and Kmec, 1999).
Increasing in-person interactions is also necessary to foster trust and improve team member comfort levels to allow the use of a variety of viewpoints and knowledge.