The Stereotype-As-Heuristic Paradox: When and How Cultural Metacognitive Processes Facilitate Intercultural Competence

Cultural stereotyping in management presents a paradox: although often regarded as a maladaptive heuristic when applied indiscriminately, it can be effective in overcoming high levels of cultural distance in work relationships. The authors call this the stereotype-as-heuristic paradox. Drawing on cultural metacognition theory and paradox theory, they unpack intercultural relationships under high cultural distance, positing that cultural metacognitive processes moderate the effect of cultural distance on intercultural competence by enabling context-dependent application of stereotypes. They also explain the psychological processes that enable managers to discern when stereotypes are relevant in intercultural settings. Their study advances understanding of the effects of cultural distance on managerial performance by unveiling how managerial metacognition may ease the challenges posed by cultural distance. Their contribution to research on intercultural work and paradox theory is to show how cultural metacognition enables managers to turn a potential liability into a source of intercultural competence.