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What leads to cultural intelligence?

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  • Crowne, Kerri Anne
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    Abstract

    The ability to interact effectively in multiple cultures is not a skill possessed by all; yet, it is becoming more important in today's global business world. Recently, this skill has been labeled cultural intelligence (CQ), and has caught the attention of business leaders and researchers alike. While previous studies have examined potential outcomes of cultural intelligence, possible antecedents are examined herein. This investigation generates some insight regarding the impact of cultural exposure on CQ, as well as developing an understanding of how the depth of cultural exposure influences a person's cultural intelligence. Findings indicate that certain types of exposures to other cultures (such as education abroad and employment abroad) and the level of exposure from these experiences increases cultural intelligence. These findings are critical for multinational firms as managers hire, promote, train, and prepare employees for international assignments. Additionally, some have discussed how cultural intelligence is a critical skill for global business leaders, and it seems likely that CQ will become increasingly important due to the rise of diversity in the workforce.

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    Bibliographic Info

    Article provided by Elsevier in its journal Business Horizons.

    Volume (Year): 51 (2008)
    Issue (Month): 5 ()
    Pages: 391-399

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    Handle: RePEc:eee:bushor:v:51:y:2008:i:5:p:391-399

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    Web page: http://www.elsevier.com/locate/bushor

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    1. Alon, Ilan & Higgins, James M., 2005. "Global leadership success through emotional and cultural intelligences," Business Horizons, Elsevier, vol. 48(6), pages 501-512.
    2. Inkson, Kerr & Arthur, Michael B. & Pringle, Judith & Barry, Sean, 1997. "Expatriate assignment versus overseas experience: Contrasting models of international human resource development," Journal of World Business, Elsevier, vol. 32(4), pages 351-368, January.
    3. Baruch, Yehuda, 2002. "No such thing as a global manager," Business Horizons, Elsevier, vol. 45(1), pages 36-42.
    4. Meg G Birdseye & John S Hill, 1995. "Individual, Organizational/Work and Environmental Influences on Expatriate Turnover Tendencies: An Empirical Study," Journal of International Business Studies, Palgrave Macmillan, vol. 26(4), pages 787-813, December.
    5. Lazarova, Mila & Caligiuri, Paula, 2001. "Retaining repatriates: the role of organizational support practices," Journal of World Business, Elsevier, vol. 36(4), pages 389-401, January.
    6. James P Johnson & Tomasz Lenartowicz & Salvador Apud, 2006. "Cross-cultural competence in international business: toward a definition and a model," Journal of International Business Studies, Palgrave Macmillan, vol. 37(4), pages 525-543, July.
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    Cited by:
    1. Budde-Sung, Amanda E.K., 2011. "The increasing internationalization of the international business classroom: Cultural and generational considerations," Business Horizons, Elsevier, vol. 54(4), pages 365-373, July.
    2. repec:rai:zfpers:doi_10.1688/1862-0000_zfp_2013_02_remhof is not listed on IDEAS
    3. Eddy Ng & Greg Sears, 2012. "CEO Leadership Styles and the Implementation of Organizational Diversity Practices: Moderating Effects of Social Values and Age," Journal of Business Ethics, Springer, vol. 105(1), pages 41-52, January.
    4. Kadri KARMA & Rebekka VEDINA, 2009. "Cultural Intelligence as a Prism between Workforce Diversity and Performance in a Modern Organization," REVISTA DE MANAGEMENT COMPARAT INTERNATIONAL/REVIEW OF INTERNATIONAL COMPARATIVE MANAGEMENT, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 10(3), pages 527-542, July.

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