In the context of increasing globalisation and workforce diversity, organisations face growing challenges in fostering effective intercultural communication, collaboration, and cohesion among employees from varied cultural backgrounds. Poor intercultural communication can lead to conflict, misunderstanding, and decreased organisational performance. This study aims to propose a comprehensive Intercultural Communication Management Framework (ICMF) to enhance intercultural understanding, reduce communication barriers, and support inclusive, high-performing workplace cultures in multicultural organisations. A qualitative research design was adopted, involving a systematic literature review and analysis of strategic and policy documents to identify key gaps in current intercultural communication practices. The framework is theoretically grounded in Hofstede’s Cultural Dimensions Theory, offering a structured basis for analysing cross-cultural dynamics. The study finds that effective intercultural communication requires more than individual adaptation; it demands an organisational commitment to structured development of intercultural competencies. The proposed ICMF includes three core phases, recognition, planning, and integration, and is supported by four key enablers: motivation, knowledge, skills, and character. These are presented as learnable competencies rather than fixed traits, with particular emphasis on empathy, flexibility, and curiosity. A strategically driven and continuously enhanced approach to intercultural communication can significantly improve intercultural competence and employee cohesion in diverse organisations. The ICMF provides a practical and adaptable model for guiding such efforts. This study contributes a novel conceptual framework that positions intercultural communication as a strategic organisational function, not merely a soft skill. It bridges a critical gap by integrating ethical principles, individual competencies, and institutional strategies. Future research should empirically validate the framework across diverse sectors to assess its practical impact on team performance and organisational outcomes.
Josephat Mutangadura (Mon,) studied this question.