Cross‐cultural impression management: a cultural knowledge audit model

PurposeMany people moving into a new culture for work or study do so without prior cross‐cultural training, yet successful cultural adaptation has important ramifications. The purpose of this paper is to focus on cross‐cultural impression management as an element of cultural adaptation. Does cultural adaptation begin by paying strong attention to nonverbal cues in a host culture? How is that attention converted into knowledge, and how do people use such knowledge management during impression management within the new culture?Design/methodology/approachThe method was qualitative. In total, ten international students at an English university were recruited. All originated outside the European Union and each took part in a one‐hour structured interview. The transcripts were analysed through thematic analysis.FindingsInternational students adopted cross‐cultural impression management strategies in order to enhance successful adaptation to the new host culture. Students consciously processed knowledge about nonverbal behaviour norms through everyday interactions. They audited knowledge deficits by detecting differences between the host norms and their home culture's norms. The motives for this included desiring to maximise rewards from situations.Research limitations/implicationsThe findings imply that being in a new culture makes people “high self monitors”. They are more aware than usual about their own and others' nonverbal behaviours. The findings tell us about how cultural adaptation begins.Originality/valueThis appears to be the first in‐depth qualitative research examining cross‐cultural impression management by international students and deducing implications for expatriates.