Table 15 Factor loadings per item (organizational cultural intelligence)

Top Management—onboard and ashore—modifies its nonverbal behavior (gestures, time, and space orientation) when a cross-cultural interaction requires it

.775

Top Management—onboard and ashore—is confident working with people of other cultures

.782

Top Management—onboard and ashore—is confident handling the stress of working within new cultures

.723

Top Management—onboard and ashore—checks accuracy of cultural knowledge when interacting with those from different backgrounds

.838

Top Management—onboard and ashore—knows relevant cultural values and religious beliefs

.860

The organization insists on avoiding expressions or words that can be considered offensive to people of different cultures, ethnicity, religion, gender etc

.847

Top Management—onboard and ashore—has had extensive international experience

.818

The organization is inclusive. It gives equal opportunity to employees regardless of gender, ethnicity, and so on

.914

The organization offers training to facilitate cultural learning

.865

The organization trains onboard and ashore top management on how to manage conflicts arising among people (crew) from different countries

.916

The organization engages in cross-cultural learning through consistently reviewing its process and practices to learn and adapt

.774

The organization has processes in place to facilitate cultural learning

.882

The organization is committed to develop & enhance onboard and ashore top management competencies who is bi-cultural or multicultural in its skill set

.863

The organization asks onboard and ashore top management for feedback after communicating with people from different cultures

.756