Competency models and culture: Pitfalls in exporting interview techniques

Abstract

Purpose

Compares the competencies of managers, working for the same organization, in the UK and Taiwan.

Design/methodology/approach

Deploys a comparative analysis of managers using a behavioral event interviewing (BEI) technique.

Findings

Concludes that both cultures were highly achievement focused. Notes, however, several marked differences in other behaviors which appear to be cultural in nature. Finds that UK managers demonstrated more interpersonal awareness, and concern for impact, whereas Taiwanese managers were more likely to demonstrate critical information seeking behavior.

Research limitations/implications

Warns that interviews in some instances failed to uncover data, with the consequent implications for the use of generic behavioral event interviews internationally.

Practical implications

Suggests the idea of organizations’ employing generic “international” competency models and behavioral event interview techniques is problematic.

Originality/value

Demonstrates the problems with international competency models through unique access to an organization’s competency model and to managers in two locations.

Citation

(2015), "Competency models and culture: Pitfalls in exporting interview techniques", Human Resource Management International Digest, Vol. 23 No. 6, pp. 27-29. https://doi.org/10.1108/HRMID-07-2015-0114