Evaluating the Influence of Cross-Cultural Communication Strategies on Communication Effectiveness at Kansanshi Mining Plc in Zambia

Gwen Mulundu Chipasula; Basil Hamusokwe

doi:10.59413/ajocs/v7.i2.10

Authors

Gwen Mulundu Chipasula Graduate School of Business , University of Zambia Author
Dr. Basil Hamusokwe Graduate School of Business , University of Zambia Author

DOI:

https://doi.org/10.59413/ajocs/v7.i2.10

Keywords:

Cross-cultural communication, communication effectiveness, multicultural workplace, mining sector, Kansanshi Mining PLC

Abstract

Globalization has increased cross-cultural interaction within organizations operating in Zambia’s mining sector. Kansanshi Mining PLC, located in Solwezi, operates within a culturally diverse workforce comprising Zambian nationals and expatriate employees working in an internationally owned mining environment. The mine is majority owned by First Quantum Minerals, which holds an 80% stake, contributing to the multicultural composition of the workforce. While such diversity brings technical expertise and global experience, it also creates communication challenges related to language, cultural values, and workplace expectations. This study evaluated the influence of cross-cultural communication strategies on communication effectiveness at Kansanshi Mining PLC. Guided by a pragmatic paradigm, the study adopted a mixed-methods research design integrating quantitative and qualitative approaches. Purposive sampling was used to select participants with relevant organizational experience, resulting in 310 employees participating in the quantitative phase through structured questionnaires, while 76 participants were engaged through semi-structured interviews to provide qualitative insights. Quantitative data were analyzed using SPSS through descriptive statistics (median and mode) and inferential tests, including the Chi-square test of independence and the Mann–Whitney U test, while qualitative data were analyzed using thematic analysis. Findings revealed that cross-cultural communication exposure at Kansanshi Mining PLC is largely embedded within general organizational processes such as induction programs and safety briefings, rather than structured cross-cultural communication programmes. Descriptive results indicated generally positive perceptions of communication clarity during induction (median = 4.00; mode = 4.00), although variations across departments were observed. Inferential analysis showed statistically significant differences between employment categories and communication challenges experienced, with language barriers emerging as the most prominent challenge. The Mann–Whitney U test further indicated significant differences in comfort levels when seeking clarification across cultural lines, with local employees reporting higher comfort levels than expatriate employees. The study concludes that although cross-cultural communication practices exist within routine organizational processes, the absence of structured communication strategies may limit communication effectiveness. It therefore recommends the introduction of formal cross-cultural communication training programmes, leadership orientation initiatives for expatriate staff, and language-support mechanisms to enhance communication effectiveness in culturally diverse mining environments. The findings contribute to improving communication practices in culturally diverse mining organizations and provide insights applicable to similar operational contexts.

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