<p>The aim of this paper was to examine the specific experience of being bicultural, what ackulturation strategy the person utilized and what influenced the use of this strategy. The findings were analyzed with the help of Pierre Bourdieu’s concepts of habitus and cultural capital. The empirical data was collected through qualitative interviews with four women of Chilean background, who either were born in or had been living in Sweden since childhood. The results of the interviews showed that all the respondents predominantly utilized the integration strategy, meaning that they participated in and felt a connection to both the Swedish and Chilean culture. However three of them had elements of the separation strategy and one had elements of the assimilation strategy. The respondent’s stories revealed that factors like parent’s encouragement and expectations, the Swedish society’s inaccessibility, type of residential area and knowing the Swedish language, had all influenced the use of a specific strategy. By being bicultural, the respondents had experienced the feeling of being an outsider and a pressure to assimilate, but still valued the access to two different cultures as a resource. The results can be interpreted as there being a reciprocal and significant influence between ackulturation strategy and cultural capital/habitus.</p>

The aim of this paper was to examine the specific experience of being bicultural, what ackulturation strategy the person utilized and what influenced the use of this strategy. The findings were analyzed with the help of Pierre Bourdieu’s concepts of habitus and cultural capital. The empirical data was collected through qualitative interviews with four women of Chilean background, who either were born in or had been living in Sweden since childhood. The results of the interviews showed that all the respondents predominantly utilized the integration strategy, meaning that they participated in and felt a connection to both the Swedish and Chilean culture. However three of them had elements of the separation strategy and one had elements of the assimilation strategy. The respondent’s stories revealed that factors like parent’s encouragement and expectations, the Swedish society’s inaccessibility, type of residential area and knowing the Swedish language, had all influenced the use of a specific strategy. By being bicultural, the respondents had experienced the feeling of being an outsider and a pressure to assimilate, but still valued the access to two different cultures as a resource. The results can be interpreted as there being a reciprocal and significant influence between ackulturation strategy and cultural capital/habitus.

Syfte: Det finns en växande trend med ökad kulturell mångfald i samhället, organisationer och inom individer. Bikulturalism innebär specifik kompetens som underlättar ett relationsbyggande inom kulturell mångfald. Arbete organiseras dock ofta virtuellt, vilket försvårar relationsbyggandet. Syftet är att skapa ökad förståelse om bikulturella ledare och deras ledarskap i globala virtuella grupper (GVG). Hur visar sig bikulturella ledares kulturella kompetens i GVG?    Metod: En kvalitativ fallstudie som görs i en global organisation, marknadsledare inom sin sektor. Organisationen värdesätter mångfald och erbjuder en intressant kontext för studien. Studien antar ett abduktivt angreppssätt och semistrukturerade intervjuer gjordes med bikulturella ledare inom GVG. Teman identifierades från resultaten och presenteras under kategorier som kan härledas till teori om kulturell intelligens, CQ.  Resultat &amp; slutsats: Studien bekräftar tidigare forskning (Hong, 2010) om att bikulturella ledare, tack vare sin kulturella kompetens, är bra på att bygga relationer inom kulturell mångfald. Studiens resultat visar att detta även gäller inom en virtuell kontext.  Examensarbetets bidrag: Resultaten visar att relationer byggs virtuellt genom strategier för informell interaktion. Vår studie bidrar med två nya insikter. För det första, hur mer spontana virtuella informella möten kan skapas i praktiken, vilket är relevant för organisationer som arbetar i virtuella kontexter. För det andra, en ny insikt som inte har uppmärksammats i tidigare forskning om att virtuella informella möten också har fördelar som bidrar positivt till gruppens sammanhållning.  Förslag till fortsatt forskning: Studiens resultat kan förstärkas genom studier inom andra typer av organisationer. Vidare kan kvantitativa metoder resultera i större generaliseringar av resultaten. / Aim: There is a growing trend of cultural diversity in the society, organizations and within individuals. Biculturalism means competence that facilitates relationship building in cultural diversity. Work is often organized virtually, which complicates the building of relations. The aim is to create more understanding about bicultural leaders and their leadership in global virtual teams (GVT). How does bicultural leaders’ cultural competence manifest in GVT?  Method: Qualitative case study in a global organization, a market leader in its sector. The organization values diversity and provides an interesting context. An abductive approach is used and semi-structured interviews were conducted with bicultural leaders in GVT. Recurrent themes were identified from the results and are presented under categories, derived from theory about cultural intelligence, CQ.  Result &amp; Conclusions: This study confirms earlier research (Hong, 2010) that bicultural leaders, due to their cultural competence, are skillful in building relations within cultural diversity. The results show moreover, that this is also true in a virtual context.   Contribution of the thesis: The results reveal that relations are built virtually by using strategies for informal interaction. Our study contributes with two new insights. Firstly, how more spontaneous virtual informal meetings can be created in practice, which is relevant for organizations working in virtual contexts. Secondly, a new insight that has not been given attention in earlier research, that virtual informal meetings also have advantages that positively contributes to group cohesion.  Suggestions for future research: The results can be confirmed with studies in other types of organizations. Quantitative methods can result in larger generalizations.