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The potential for defining a reliable measure of a cross-cultural facet of intelligence has enormous implications for explaining and predicting the increasingly prevalent cross-cultural interactions that occur in business settings. In this article, the author presents a definition of cultural intelligence (CQ) that explicitly introduces the concept of mindfulness as a key component that links knowledge with behavioral capability. It builds on previous definitions by grounding the conceptualization in the cognitive domain and differentiating CQ as a capability that includes skilled behavior. However, alternatives to previous conceptualizations with regard to the constituent elements and their relationship to each other are presented with a view toward a tighter specification of the construct. Also, a developmental stage model of CQ is outlined. Implications for the assessment of CQ are discussed.

Presenting a universal set of techniques and people skills that will allow you to adapt quickly to, and thrive in, any cultural environment, this book will show you how to discard your own culturally based assumptions and pay careful attention to cues in cross-cultural situations. --

In today?s global economy, the ability to interact effectively across cultures is a fundamental job requirement for just about everyone. But it?s impossible to learn the customs and traits of every single culture with which you might come into contact. Cultural Intelligence teaches a universal set of techniques and people skills that will allow you to adapt quickly to, and thrive in, any cultural environment. This extensively revised second edition features new real-life examples of CQ working well, drawn from a rich range of cultures and situations. The authors also address the interplay of race and gender with culture factors, and show how developing cultural intelligence can enhance our appreciation of cultural diversity. Cultural Intelligence teaches you to disable the ?cultural cruise control? that makes you unaware of how your culture affects your perceptions, and learn to pay careful attention, in a mindful and creative way, to cues in cross-cultural situations. Over time, you?ll develop a repertoire of skills appropriate to different intercultural situations

Empirical evidence supports the notion that communication behaviors in intercultural encounters are effectively extensions of cultural values as well as epistemologies. Study 1 established communication behaviors of Asians and New Zealanders (NZs) as consistent with vertical collectivism and horizontal individualism, respectively. In particular, argumentativeness is positively related to independent self-construal (SC) and negatively related to interdependent SC. This supports Markus and Kitayama's SC theory. Study 2 showed that NZs exhibited more idiocentric and argumentative behavior, while Asians displayed more sociocentric and less argumentative behavior during two actual interactions; specifically, participants diverged in their communication styles to be more consistent with their cultural values during intercultural interactions. Analyses of decision outcomes provide support that culture moderates cognitive consistency behaviors such that NZs exhibited more inconsistency-reduction behaviors, which is rooted in adherence to noncontradiction. In contrast, Asians exhibited more inconsistency-support behaviors, suggesting that naive dialecticism rooted in acceptance of contradiction is customary in Asian social interaction.

With increasing globalization comes the need to understand human resource management (HRM) more broadly across countries, cultures, institutions, and organizational types. Designed to help readers explore and understand the key concepts and latest research behind the strategic management of people in organizations that operate in a global context, this accessible book provides concise coverage of HRM concepts, balancing comparative approaches and US and non-US schools of thought. Not limited to the multinational firm, the book reflects the most current knowledge in the field and considers all types of organizations embedded in the global context. Chapter-opening vignettes (short cases) exemplify the chapter's core topics and show readers how chapter content can be applied. Extensive references make it easy for readers to explore concepts in more depth

Cross-cultural management research typically assumes that individuals have only one cultural profile. However, given the changing patterns in the world's workforce it is increasingly possible that more employees and managers will be bicultural. This special issue responds to the need to further our understanding of this emerging demographic in organizations. In this introductory article, we provide a brief review of what we know about bicultural individuals, point out some implications of our current knowledge for organizations, indentify opportunities for further exploration of these topics, and introduce the articles in the special issue.