Cultural intelligence
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 | The examples and perspective in this article may not represent a worldwide view of the subject. (April 2013) |
Cultural intelligence or cultural quotient (CQ), refers to an individual's capability to function effectively in culturally diverse settings. The concept was introduced by London Business School professor P. Christopher Earley and Nanyang Business School professor Soon Ang in 2003.[1][2]
While cultural intelligence is comparable to emotional intelligence (EQ), individuals with a high EQ can grasp "what makes us human and, at the same time, what makes each of us different from one another." In contrast, individuals with a high CQ can discern universal, individual, and non-idiosyncratic features within the behavior of a person or group.[3] The authors cited cognitive, behavioral, motivational, and metacognitive (higher-level reflection) aspects of cultural intelligence.[4]
Four CQ capabilities
The authors described four CQ capabilities: motivation (CQ Drive), cognition (CQ Knowledge), meta-cognition (CQ Strategy), and behavior (CQ Action). CQ Assessments report scores on all four capabilities as well as several sub-dimensions for each capability.[5] Among the four capabilities, motivational CQ, or the interest and enjoyment in cross-cultural interactions, has been identified as a key resource or determinant that enhances personal functioning in cross-cultural environments, leading to improved intercultural adjustment and performance.[6]
See also
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References
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- ^ Page Module:Citation/CS1/styles.css has no content.Earley, P. Christopher (2003). Cultural intelligence: individual interactions across cultures. Stanford, Calif: Stanford University Press. ISBN 978-0-8047-4300-6. OCLC 51553576.
- ^ Page Module:Citation/CS1/styles.css has no content.Earley, P. Christopher (2002). "Redefining interactions across cultures and organizations: moving forward with cultural intelligence". In B. M. Staw (ed.). Research in Organizational Behavior. Vol. 24. R. M. Kramer. Oxford: Elsevier. pp. 271–99.
- ^ Page Module:Citation/CS1/styles.css has no content.Earley, P. Christopher; Mosakowski, Elaine (1 October 2004). "Cultural Intelligence". Harvard Business Review. ISSN 0017-8012. Retrieved 29 October 2023.
- ^ Page Module:Citation/CS1/styles.css has no content.Earley, P. Christopher (2002). "Redefining interactions across cultures and organizations: moving forward with cultural intelligence". In B. M. Staw (ed.). Research in Organizational Behavior. Vol. 24. R. M. Kramer. Oxford: Elsevier. pp. 271–99.
- ^ Page Module:Citation/CS1/styles.css has no content.Livermore, David (2009). Leading with Cultural Intelligence. New York: AMACOM. ISBN 978-0814449172.
- ^ Page Module:Citation/CS1/styles.css has no content.Puzzo, Gabriele; Sbaa, Maha Yomn; Zappalà, Salvatore; Pietrantoni, Luca (1 February 2024). "The impact of cultural intelligence on burnout among practitioners working with migrants: an examination of age, gender, training, and language proficiency". Current Psychology. 43 (5): 4443–4457. doi:10.1007/s12144-023-04641-x. hdl:11585/925128. ISSN 1936-4733.
Further reading
- Page Module:Citation/CS1/styles.css has no content.Earley, P. Christopher; Ang, S. (2003). Cultural intelligence: individual interactions across cultures. Stanford, Calif: Stanford University Press. ISBN 978-0-8047-4300-6. OCLC 51553576.
- Page Module:Citation/CS1/styles.css has no content.Bhagat, Rabi S. (2006). "Review of Earley and Ang, Cultural Intelligence, and Hooker, Working Across Cultures". Academy of Management Review. 31 (2): 489–93. doi:10.5465/amr.2006.20208695. JSTOR 20159217.
- Ang, S. and Van Dyne L (eds). (2008) "The Handbook of Cultural Intelligence." New York: ME Sharpe Template:ISBN
- Livermore, David A. (2011). "The Cultural Intelligence Difference." New York: AMACOM Template:ISBN
- Middleton, Julia (2014). "Cultural Intelligence: CQ: The Competitive Edge for Leaders Crossing Borders." London: A&C Black Business Information and Development Template:ISBN
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