BICULTURALISM: A MODEL OF THE EFFECTS OF SECOND-CULTURE

EXPOSURE ON ACCULTURATION AND INTEGRATIVE COMPLEXITY

Armyra Maria, Elenoglou Stella, Salavati Vasiliki
| Teacher : E.Apospori | Your Grade :
 BICULTURALISM: A MODEL OF EFFECTS OF SECOND-CULTURE
EXPOSURE ON ACCULTURATION AND INTEGRATIVE
COMPLEXITY.

• In terms of international business, necessary to

comprehend a variety of cultural outlooks.

• As global mindset defines, managers to be

aware of and able to handle cultural diversity.

• Integrative complexity: how reasonable the

different cultural aspects in micro and macro –
level.
• Acculturation Complexity Model (ACM) (consisted of
five steps): how cultural stimulus cues deactivate, while
people entering new cultural settings.

• Step 1 comprises how people begin to notice value

differences between old and new cultures.

• People exposed to new situations switch from automatic

to conscious attention, noticing things previously
filtered out, increasing their scope of attention.
ACCOUNTABILITY-DISSONANCE
• Within the cultural framework,individuals are accountable for their
actions and thoughts and criticised for them by whether a single or a
mixed audience → accountability pressures → adoption of an
acculturation strategy:
• Separated strategy : accountability to a single audience of his/her own
culture
• Assimilated strategy : accountability to a single audience of the new,
different culture.
• Bicultural strategy : accountability to single audience of both old and new
culture.

• When entering a new culture keeping balances between the different

cultures creates great stress to the person → levels of dissonance(low or
high)
HIGH DISSONANCE BETWEEN CULTURES
AND INTEGRATIVE COMPLEXITY
A dissonance is appeared

A conflict is expected

An automatic coping response system developed,

being transferable in similar situations.
( dominant response style)

The more conflicts exist, the more bicultural

somebody becomes.
• Old cultural identity used for minor problems while the
grade of differentiation depends on the dimensions of the
problem.
• The differences between the cultures have to be challenging
but not so different to overwhelming in order to motivate
people.
• People act to reach the minimum level.
• The curve between the size of cultural differences and the
amount of cognitive change that could be expected seems
to be an inverted U(shape).
• Bicultural people are very useful in order to perform well
in managerial tasks.