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Human capital is one of the critical resources for organizations around the world, and it requires significant learning and development (L&D) investments as a structured approach to become a learning organization. The study evaluates the relationship between cultural intelligence and learning organization by analyzing 364 responses received from employees-working across Indian organizations from varied sectors. The dimensions used for measuring learning organization in the study are – information sharing and accessibility, systematic problem solving, acceptance of error and experimenting with new approaches. Results demonstrate a significant positive relationship between learning organization and its four dimensions and cultural intelligence. The findings have implications for organizations to inculcate learning organization disciplines for improved cultural intelligence while also bridging the gap in the existing literature.

Political violence that targets sites of cultural heritage and the looting of artworks that potentially fund insurgencies have tactical implications for regional security. The implicit tactical relevance of cultural property to security transcends national borders. Cultural intelligence has the potential to inform foreign policy in ways that mitigate the political risks of the art market and counter the tactical exploitation of historic structures and religious monuments in acts of political violence. Adapted from the source document.

Purpose
The purpose of this paper is to describe how religious symbols might impede employees' motivational cultural intelligence (CQ) in some international contexts, and how multinational managers might employ this knowledge to respond in a manner that mitigates risks to knowledge sharing.


Design/methodology/approach
The paper uses several theories (e.g. CQ, social categorization, expectancy, and contact theories) to develop a conceptual model about the nature of the risk to employees' motivational CQ. It then draws on models of acculturation to explore how multinational corporation managers might respond.


Findings
It is conjectured that the salience of religious-based value conflict, learned both vicariously and through direct experiences, will adversely impact motivational CQ, and that the introduction of religious symbols may exacerbate this relationship. A framework of possible interventions is offered, and each intervention approach is evaluated in terms of how it may mitigate or exacerbate the risks raised by the model.


Research limitations/implications
The proposed model requires empirical validation.


Practical implications
Multinationals are advised how (and why) to treat the preservation of motivational CQ as central to any intervention in the conflict over religious symbols.


Social implications
An uninformed response to controversy over religious symbols could impede knowledge sharing and potentially exacerbate broader societal tensions (UN Global Compact, 2013). Therefore, this paper addresses a clear socio-economic need.


Originality/value
Controversy over the use of religious symbols in the workplace has generated considerable international media attention, but has been neglected by cross-cultural management research.

We investigated the relationship between expatriate candidates' cultural intelligence (CQ) and organizational attractiveness, and examined the moderating role of the host location as a boundary condition of this relationship. Korean participants (N = 407) randomly took one of
two assignment locations (Vietnam or US) and answered questions on individual ability in acceptance of cultures, and willingness to be assigned to an expatriate position in each location. Results show that CQ was positively related to organizational attractiveness, and applicants with high
CQ were more positive in their choice of an assignment in Vietnam (vs. US). Therefore, to recruit talented expatriates to emerging countries, in particular, managers should consider the CQ of expatriate candidates.

Are claims to describe and measure cultural intelligence credible? Three major objections are discussed: (a) Cultures are said to be entirely relative in their values, so holding one culture to be more intelligent than another is discriminatory; (b) cultural studies are said to be a form of postmodernism, whereas to have one central definition of culture is modernist—an imposition of our own dominant beliefs; and (c) attempts to categorize cultures are said to be crude stereotypes lacking subject. The answer to the first objection is the synergy hypothesis: Values are relative, but they are more or less synergistic. The answer to the second objection is the complementary hypothesis: Cultures are different, even polar opposites, yet they converge in a fuller description. The answer to the third objection is the latency hypothesis, for which every value is given face value and its latent shadow lies behind it.

The paper advances knowledge in the field of international human resource management (HRM) by elaborating on the relationship between cultural intelligence and cross-cultural adjustment, which has important implications for the productivity of an organisation whose employees form multicultural teams or operate in foreign locations and thus its international competitiveness. The basic axis of the relationship is extended into a complex model in which three categories of factors are reflected in parallel: the mental adjustment of the individual (expressed by the variables of life satisfaction and ethnocentrism), the contextual influence of the environment (operationalised as a cultural novelty), and time (in the form of culture shock). The indirect effects of these three mediators and the direct effect of ethnocentrism on these mediators are simultaneously examined. Using the PLS-SEM statistical technique on a sample of 120 foreigners working in the Czech Republic, a robust relationship was confirmed between cultural intelligence and cross-cultural adjustment, best explained by the mediator of life satisfaction. A significant specific indirect effect was also found of the mediator of culture shock on the relationship between cultural intelligence and cross-cultural adjustment. However, our data did not support the variable of cultural novelty as a mediator of the relationship.

Cultural intelligence is defined as an individual's ability to function effectively in situations characterized by cultural diversity. With contributions from eminent scholars worldwide, the "Handbook of Cultural Intelligence" is a 'state-of-the-science' summary of the body of knowledge about cultural intelligence and its relevance for managing diversity both within and across cultures. Because cultural intelligence capabilities can be enhanced through education and experience, this handbook emphasizes individual capabilities - specific characteristics that allow people to function effectively in culturally diverse settings - rather than the approach used by more traditional books of describing and comparing cultures based on national cultural norms, beliefs, habits, and practices.The Handbook covers conceptional and definitional issues, assessment approaches, and application of cultural intelligence in the domains of international and cross-cultural management as well as management of domestic activity. It is an invaluable resource that will stimulate and guide future research on this important topic and its application across a broad range of disciplines, including management, organizational behavior, industrial and organizational psychology, intercultural communication, and more.

Conceptualization of cultural intelligence : definition, distinctiveness, and nomological network / Soon Ang and Linn Van Dyne -- Development and validation of the CQS : the cultural intelligence scale / Linn Van Dyne, Soon Ang, and Christine Koh -- Antecedents of the four-factor model of cultural intelligence / Lu M. Shannon and Thomas M. Begley -- Developing cultural intelligence : the roles of international nonwork experiences / Ibraiz Tarique and Riki Takeuchi -- Cultural intelligence and international assignment effectiveness : a conceptual model and preliminary findings / Kwanghyun Kim, Bradley L. Kirkman, and Gilad Chen -- Top executives and global leadership : at the intersection of cultural intelligence and strategic leadership theory / Michael J. Mannor -- Cultural intelligence : a key success factor for expatriates / Margaret Shaffer and Gloria Miller -- Antecendents and consequences of cultural intelligence among short-term business travelers / Cheryl Tay, Mina Westman, and Audrey Chia -- Cultural intelligence as a mediator of relationships between openness to experience and adaptive performance / Tania Oolders, Oleksandr S. Chernyshenko, and Stephen Stark -- Personality, cultural intelligence and cross-cultural adaptation : a test of the mediation hypothesis / Colleen Ward and Ronald Fischer -- Cultural intelligence and global identity in multicultural teams / Efrat Shokef and Miriam Erez -- The effects of cultural intelligence on team member acceptance and integration in multinational teams / Jane E. Flaherty -- The effects of cultural intelligence on interpersonal trust in multicultural teams / Thomas Rockstuhl and Kok-Yee Ng -- Culture inside and out : developing a collaboration's capacity to externally adjust / Cristina B. Gibson and Rebekah Dibble -- The challenge of behavioral cultural intelligence : what might dialogue tell us? / Priscilla S. Rogers -- Cultural intelligence in counseling psychology : applications for multicultural counseling competence / Michael Goh, Julie M. Koch, and Sandra Sanger -- Cultural intelligence and short-term missions : the phenomenon of the fifteen-year-old missionary / David Livermore -- Social intelligence, emotional intelligence, and cultural intelligence : an integrative perspective / Detelin S. Elenkov and Joana R.C. Pimentel -- Successful intelligence as a framework for understanding cultural adaptation / Robert J. Sternberg -- Navigating cultures : the role of metacognitive cultural intelligence / Jennifer Klafehn, Preeta M. Banerjee, and Chi-yue Chiu -- Social axioms and cultural intelligence : working across cultural boundaries / Kwok Leung and Fuli Li -- Intercultural competence development and triple-loop cultural learning : toward a theory of intercultural sensitivity / Dharm P.S. Bhawuk, Keith H. Sakuda, and Vijayan P. Munusamy -- Contextualizing cultural intelligence : the case of global managers / Maddy Janssens and Tineke Cappellen -- Thinking intelligently about cultural intelligence : the road ahead / Michele J. Gelfand, Lynn Imai, and Ryan Fehr.