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Co-cultural communication theory, often referred to as co-cultural theory, is a framework within the field of communication studies that focuses on the interactions between dominant cultures and co-cultural groups within a society.
The study of cross-cultural communication is a global research area. As a result, cultural differences in the study of cross-cultural communication can already be found. For example, cross-cultural communication is generally considered part of communication studies in the US, but is emerging as a sub-field of applied linguistics in the UK.
Cultural communication can also be referred to as intercultural communication and cross-cultural communication. Cultures are grouped together by a set of similar beliefs, values, traditions, and expectations which call all contribute to differences in communication between individuals of different cultures. [2] Cultural communication is a ...
Inter-cultural communication principles guide the process of exchanging meaningful and unambiguous information across cultural boundaries, that preserves mutual respect and minimises antagonism. Intercultural communication can be defined simply by the communication between people from two different cultures. [ 1 ]
Cultural competence, also known as intercultural competence, is a range of cognitive, affective, behavioural, and linguistic skills that lead to effective and appropriate communication with people of other cultures. Intercultural or cross-cultural education are terms used for the training to achieve cultural competence.
By contrast, low-context cultures tend to change more rapidly and drastically, allowing extension [definition needed] to happen at faster rates. This also means that low-context communication may fail due to the overload of information, which makes culture lose its screening [definition needed] function. [22]
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7 Dimensions of Culture. Trompenaars's model of national culture differences is a framework for cross-cultural communication applied to general business and management, developed by Fons Trompenaars and Charles Hampden-Turner. [1] [2] This involved a large-scale survey of 8,841 managers and organization employees from 43 countries. [3]