Globalization and market liberalization have turned the whole world as a global village by bringing all cultures together (Stening, 1979). Companies have gone global in the search for more potential customers, cheap raw materials, and cheap labour force to increase their profitability and productivity. This aspect of operating globally has ensured that people from different parts of the world work together in a group, thus different cultures are shared (Peterson, 2004). However, due to the cultural differences there may be continued conflicts in organizations and this may result in low productivity and eventual collapsing of the organization. It is important for managers in multinational corporations to have adequate information on the cultures of different people working in their organization. According to Earley and Ang (2003), with the current improvements in communication, transport, and information technologies, companies are increasingly coming into greater intercultural contact that it was the case before. Intercultural contact has become very important and even unavoidable in the global business ventures. Multinational companies are increasingly conducting the offshore outsourcing or even investing in other countries across the world (Smith et al., 2011). For instance, China, India, Brazil and Russia have become a destination site for many Western companies because of their economical and technological improvements. When an American company like Apple invests in China, there are cultural contacts between the Americans (managers and employees) and Chinese (employees and customers). As a result of this, these corporations require managers with a global attitude whose capabilities allow them to work effectively across cultures in achieving organizational goals and objectives (Lin, Chen, & Song, 2012).