Applying Cognitive Adjustment Theory to Cross-Cultural Training for Global Virtual Teams

Julia Brandl

Anne-Katrin Neyer 

Keywords: Cognitive Adjustment, Cross-Cultural Training, Global Virtual Teams, Anxiety, Uncertainty

The Study: This article examines how cross-cultural training influences cognitive adjustment among members of global virtual teams. The authors argue that cultural diversity and technology-mediated communication increase anxiety and uncertainty, challenging trust development and effective interaction. Drawing on Anxiety/Uncertainty Management theory and the concept of cognitive adjustment, the study proposes a theoretical framework explaining how individuals learn to understand others’ cultural perspectives and act effectively in unfamiliar contexts.

Main Findings: The authors conclude that the effectiveness of cross-cultural training depends on its design. Traditional cultural orientation programs that provide standardized knowledge about specific cultures are limited and may reinforce stereotypes, leading to poorer adaptation. Conversely, cultural awareness training — emphasizing openness, flexibility, and skills to handle unfamiliar situations — enhances cognitive adjustment and reduces anxiety and uncertainty. Such training improves communication, increases trust, and helps global virtual teams collaborate more effectively.

Practical Implications: Organizations relying on global virtual teams should implement culturally oriented developmental programs that prepare employees to manage uncertainty and develop adaptive cognitive frameworks. Training should encourage exploration, flexibility, and perspective taking, along with competencies for working virtually. By fostering cognitive adjustment, organizations can enhance communication quality, trust, and team performance.

Reference: Brandl, J., & Neyer, A.-K. (2009). Applying cognitive adjustment theory to cross-cultural training for global virtual teams. Human Resource Management, 48(3), 341–353. https://doi.org/10.1002/hrm.20284

Brandl 2009.pdf

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