CQ: Developing Cultural Intelligence at Work

By P. Christopher Earley, Soon Ang, Joo-Seng Tan. 2006

292 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/b9c3002a1354952ccbb058759041609292a79b9f

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Citations in the corpus

Identifying and Training Adaptive Cross-Cultural Management Skills: The Crucial Role of Cultural Metacognition (2013, background): “Second, such training fails to consider the nature of the target culture and the work to be performed in terms of intensity, duration, and nature (Earley et al., 2006).”
What leads to cultural intelligence (2008, background): “This facet of CQ includes three primary motivators: enhancement, or wanting to feel good about oneself; growth, or wanting to challenge and improve oneself; and continuality, or the desire for continuity and predictability in one’s life (Earley et al., 2006).”
Enhancing Cultural Intelligence: The Roles of Implicit Culture Beliefs and Adjustment (2017, background): “C© 2015 Wiley Periodicals, Inc. doi: 10.1111/peps.12142 257 managers” working in a multinational organizations and in a culturally diverse workforce (Lévy-Leboyer, 2007, p. 243).”
Governing Interfirm Relationships for Social Sustainability: The Relationship between Governance Mechanisms, Sustainable Collaboration, and Cultural Intelligence (2018, background): “(2008) [48], meta-cognition (MEQ) is an “individual mental capacity to acquire and understand other cultural knowledge of norms” practices and conventions in cross-cultural relations [49].”
Organizational Cultural Intelligence: Dynamic Capability Perspective (2010, background): “…of organizational CQ. CQ at the individual level is composed of four fundamental components: metacognitive facet, cognitive facet, motivational facet, and behavioral facet (Ang et al., 2006; Ang et al., 2007; Earley & Ang, 2003, Earley et al., 2006; Ng & Earley, 2006; Templer et al., 2006).”
Expatriate performance in international assignments: The role of cultural intelligence as dynamic intercultural competency (2010, background): “Individuals high on meta-cognitive CQ can make sense when and how to apply their cultural knowledge (Earley & Ang, 2003; Earley et al., 2006).”
From Experience to Experiential Learning: Cultural Intelligence as a Learning Capability for Global Leader Development (2009, background): “…in which cognitive, social, emotional and behavioral subskills must be organized and effectively orchestrated to serve innumerable purposes” (Bandura, 1997: 37), having high motivational CQ enables learners to carry out sequences of action steps to achieve specific goals (Earley et al., 2006).”
Cultural exposure, emotional intelligence, and cultural intelligence (2013, result): “…from the previously noted studies used different measures of emotional intelligence and many have also addressed how these intelligences, while similar, are considered distinct (Crowne, 2009; Earley and Peterson, 2004; Earley et al., 2006; Moon, 2010), so the low correlation is not unexpected.”
The effects of cultural intelligence on expatriate performance: the moderating effects of international experience (2010, methodology): “Earley et al. (2006) stated implicitly that organizations can achieve better performance in their overseas subsidiaries when expatriates are culturally intelligent, since they can perform well in the home country while at the same time they can leverage their ability to manage culturally diverse…”
The moderating role of cultural intelligence in the relationship between cultural orientations and conflict management styles (2018, unknown): “This is because by its characteristic, CQ should allow people to interpret unfamiliar and ambiguous gestures as if they were familiar and interact effectively with people who are culturally diverse (Earley, Ang, & Tan, 2006).”