Cultural Intelligence: Its Measurement and Effects on Cultural Judgment and Decision Making, Cultural Adaptation and Task Performance

By Soon Ang, Linn van Dyne, Christine Koh, Kok-Yee Ng, Klaus J. Templer, Cheryl Tay, N. Chandrasekar. Management and Organization Review, 2007

2,123 citations recorded by the source corpus.

Subfields: Communication, Education, Social Psychology

View Paper: https://www.semanticscholar.org/paper/3fd2b67587763c1515b474db6f30cdc50977fd0e

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Citations in the corpus

Global management competencies: a theoretical foundation (2010, background): “Cultural intelligence (CQ) focuses on the specific domain of intercultural settings ( Ang et al. , 2007”
Cultural intelligence (CQ) in virtual, cross-cultural interactions: Generalizability of measure and links to personality dimensions and task performance (2016, background): “Third, most research on CQ focuses on outcomes such as cultural judgment, decision-making and cross-cultural adjustments (e.g., Ang et al., 2007; GuÐmundsdóttir, 2015; Huff et al., 2014; Lin et al., 2012).”
Emotional intelligence correlates of the four‐factor model of cultural intelligence (2010, neutral): “CQ is similar to other types of intelligence such as general cognitive ability (IQ) and emotional intelligence (EQ), or social intelligence (SQ) since it focuses on a set of capabilities rather than preferred way of behaving ( Ang et al. , 2007”
Enhancing expatriates’ assignments success: the relationships between cultural intelligence, cross-cultural adaptation and performance (2020, methodology): “…also facilitate expatriates’ performance by enhancing intercultural creative collaboration (Chua et al. 2012), conflict management (Caputo et al. 2018), decision-making and task performance (Ang et al. 2007) as well as knowledge transfer from headquarters to subsidiaries (Vlajčić et al. 2019).”
A Process-Based Explanation of the Psychic Distance Paradox: Evidence from Global Virtual Teams (2014, methodology): “…in GVTs as it represents a dynamic motivational construct that influences group processes and outcomes and can be defined as ‘‘the capability to direct attention and energy toward learning about and functioning in situations characterized by cultural differences’’ (Ang et al. 2007, p. 338).”
The culturally intelligent negotiator: The impact of cultural intelligence (CQ) on negotiation sequences and outcomes (2010, methodology): “Cultural intelligence CQ was assessed with the 20-item Cultural Intelligence Scale (CQS) by Ang et al. (2007) who demonstrated the scale's four-factor structure of the construct, along with other psychometric properties such as factor equivalence, reliability, and temporal stability (see Appendix A…”
A bi-factor theory of the four-factor model of cultural intelligence: Meta-analysis and theoretical extensions (2018, methodology): “379) posed to CQ research: “to facet or not to facet?” Given that CQ factors theoretically provide both holistic and unique information (Ang et al., 2007), we predict: 1 In Fig.”
Leader Cultural Intelligence in Context (2011, methodology): “Despite these trends and clear calls from industry to better understand cross-cultural leadership competencies, academic research on leader crosscultural skills or leader CQ (Ang et al., 2007) is remarkably scarce.”
Hiding behind a mask? Cultural intelligence, knowledge hiding, and individual and team creativity (2017, background): “The self-report scale of cultural intelligence and knowledge hiding have been validated (Ang et al., 2007, Černe et al., 2014; Connelly et al., 2012) and used in diverse disciplines.”
From Contact to Development in Experiential Cultural Intelligence Education: The Mediating Influence of Expectancy Disconfirmation (2013, methodology): “The items for this study were available from a combination of published validated scales and established research on cultural intelligence, contact theory, and disconfirmed expectancy (Ang et al., 2007; MacNab et al., 2012a; MacNab, O’Connor, Rosenblatt, Worthley, and Hannifin-MacNab, 2012b).”
Cultural Intelligence and Offshore Outsourcing Success: A Framework of Firm-Level Intercultural Capability (2008, background): “Ang et al. (2007) operationalize CQ as a four-factor model that includes metacognitive, cognitive, motivational, and behavioral dimensions.”
The moderating role of cultural intelligence in the relationship between cultural orientations and conflict management styles (2018, neutral): “CQ has been studied within several domains, such as team work (Adair, Hideg, & Spence, 2013), decision-making (Ang et al., 2007), leadership (Groves & Feyerherm, 2011), expatriates management (Kim, Kirkman, & Chen, 2008; Vlajčić, Caputo, Marzi, & Dabić, 2018) and negotiation (Groves, Feyerherm, & Gu”