The culturally intelligent negotiator: The impact of cultural intelligence (CQ) on negotiation sequences and outcomes

By L. Imai, Michele J. Gelfand. 2010

394 citations recorded by the source corpus.

Subfields: Communication, Language and Linguistics, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/b6b302d1e8bca9192cdbf10fc4d924973141c0d5

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Citations in the corpus

Cultural intelligence, global mindset, and cross-cultural competencies: a systematic review using bibliometric methods (2020, background): “Empirical research shows that it reliably predicts outcomes such as global leadership (e.g., Sutton et al., 2013), negotiation performance (e.g., Imai and Gelfand, 2010), expatriation intention (e.g., Richter et al., 2019) (forthcoming), and job performance (e.g., Ang et al., 2007).”
Enhancing expatriates’ assignments success: the relationships between cultural intelligence, cross-cultural adaptation and performance (2020, background): “Motivational CQ may also facilitate expatriates’ performance by easing intercultural collaboration and negotiation (Chua et al. 2012), communication effectiveness (Presbitero and Quita 2017), integrative information behaviours (Imai and Gelfand 2010), and conflict management (Caputo et al. 2018).”
Multiculturalism and Entrepreneurial Intentions: Understanding the Mediating Role of Cognitions (2018, neutral): “…the judgments (Ang et al., 2007), level of competence (Hong, 2010), empathy (Brannen et al., 2009; Brannen & Thomas, 2010), motives, and behaviors (Imai & Gelfand, 2010; Yagi & Kleinberg, 2011), performance (Ang et al.; Imai & Gelfand), adjustment, and adaptability (Templer, Tay, & Chandrasekar,…”
Beyond General Intelligence (IQ) and Emotional Intelligence (EQ): The Role of Cultural Intelligence (CQ) on Cross‐Border Leadership Effectiveness in a Globalized World (2011, background): “…includes expatriate performance in international assignments (Chen, Kirkman, Kim, Farh, & Tangirala, 2010), successful intercultural negotiations (Imai & Gelfand, 2010), leadership potential (Kim & Van Dyne, 2011), and leadership effectiveness in culturally diverse work groups (Groves &…”
The moderating role of cultural intelligence in the relationship between cultural orientations and conflict management styles (2018, neutral): “Previous research showed that culture impacts individuals’ CMSs (see Imai & Gelfand, 2010; Kaushal & Kwantes, 2006; Ogliastri & Quintanilla, 2016; Ting-Toomey et al., 2000), and that conflicts in intercultural exchanges suffer from higher complexity (e.g., Wall & Callister, 1995), and communication…”
Governing Interfirm Relationships for Social Sustainability: The Relationship between Governance Mechanisms, Sustainable Collaboration, and Cultural Intelligence (2018, background): “Cultural intelligence research has shown that each dimension of CQ is sharply different and each of these dimensions affects intercultural interaction [51].”
Examining Cultural Intelligence and Cross-Cultural Negotiation Effectiveness (2015, background): “…culture in a negotiation context, high CQ negotiators possessed both the capability to behave cooperatively and flexibly (Hewston et al., 2002; Imai & Gelfand, 2010) as well as the motivation to engage in a demanding task that required knowledge of cultural differences between the negotiation…”
Identifying and Training Adaptive Cross-Cultural Management Skills: The Crucial Role of Cultural Metacognition (2013, background): “In the context of intercultural negotiations, Imai and Gelfand (2010) have found that motivational CQ (the motivation and efficacy to engage culturally different others) predicted integrative behaviors, resulting in higher joint gains and that behavioral CQ (behavioral flexibility during intercultur”
Measuring Cultural Competencies: The Development and Validation of a Revised Measure of Sociocultural Adaptation (2017, background): “…competent behaviors such as appropriate cultural judgment and decision making, intercultural communication effectiveness, successful intercultural negotiations, and expatriate job performance (Ang et al., 2007; Bücker, Furrer, Poutsma, & Buyens, 2014; Imai & Gelfand, 2010; Wu & Ang, 2011).”
Beyond Individual Creativity (2012, background): “Put simply, even if one person possesses a high degree of multicultural competence, as long as his interaction partner does not have the capacity to function well with a culturally dissimilar other, the dyad may still suffer (cf., Imai & Gelfand, 2010).”
The impact of cultural intelligence on communication effectiveness, job satisfaction and anxiety for Chinese host country managers working for foreign multinationals (2014, neutral): “Recently, a small number of studies started to investigate the relationships between CQ and several individual-level performance measures, such as achievement (Vedadi, Kheiri and Abbasalizadeh 2010), cross-cultural adjustment (Templer, Tay and Chandrasekar 2006; Ramalu, Rose, Kumar and Uli 2010), ex”
The relationship between cultural values, cultural intelligence and negotiation styles (2019, neutral): “There exists an extensive body of comparative research on cross-cultural negotiations but scholars call for more integrated approaches and beyond the mere demonstration of cultural differences in negotiation styles (Groves et al., 2015; Imai & Gelfand, 2010).”
The Culturally Intelligent Team (2013, background): “…marginally significant or nonsignificant at the group level, it should be noted that at the individual level all four dimensions had significant and moderate intercorrelations ranging from .18 to .37, which is in line with the past research on CQ (e.g., Ang et al., 2007; Imai & Gelfand, 2010).”
Hiding behind a mask? Cultural intelligence, knowledge hiding, and individual and team creativity (2017, background): “In particular, research has shown that cultural intelligence is one of the highly relevant predictors of affective performance outcome in a culturally diverse environment (Imai & Gelfand, 2010) and can thus help with cultural communication misunderstandings.”
Examining the influence of cross‐cultural training on cultural intelligence and specific self‐efficacy (2012, background): “They concluded that levels of CQ predicted success in negotiating effectively across cultures (Imai and Gelfand, 2010).”