Cultural intelligence

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 behavioral, motivational, and metacognitive 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. The four capabilities stem from the intelligence-based approach to intercultural adjustment and performance.^[5]

References

↑ Earley, P. Christopher (2003). Cultural intelligence: individual interactions across cultures. Stanford, Calif: Stanford University Press. ISBN 978-0-8047-4300-6. OCLC 51553576.
↑ Earley, P. Christopher (2002). "Redefining interactions across cultures and organizations: moving forward with cultural intelligence". in B. M. Staw. Research in Organizational Behavior. 24. R. M. Kramer. Oxford: Elsevier. pp. 271–99.
↑ Earley, P. Christopher; Mosakowski, Elaine (2004-10-01). "Cultural Intelligence". Harvard Business Review. ISSN 0017-8012. https://hbr.org/2004/10/cultural-intelligence.
↑ Earley, P. Christopher (2002). "Redefining interactions across cultures and organizations: moving forward with cultural intelligence". in B. M. Staw. Research in Organizational Behavior. 24. R. M. Kramer. Oxford: Elsevier. pp. 271–99.
↑ Livermore, David (2009). Leading with Cultural Intelligence. New York: AMACOM. ISBN 978-0814449172.

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.
- 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.
Ang, S. and Van Dyne L (eds). (2008) "The Handbook of Cultural Intelligence." New York: ME Sharpe ISBN:9780765622624
Livermore, David A. (2011). "The Cultural Intelligence Difference." New York: AMACOM ISBN:978-0814417065
Middleton, Julia (2014). "Cultural Intelligence: CQ: The Competitive Edge for Leaders Crossing Borders." London: A&C Black Business Information and Development ISBN:978-1472904812

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[1] Earley, P. Christopher (2003). Cultural intelligence: individual interactions across cultures. Stanford, Calif: Stanford University Press. ISBN 978-0-8047-4300-6. OCLC 51553576.

[2] Earley, P. Christopher (2002). "Redefining interactions across cultures and organizations: moving forward with cultural intelligence". in B. M. Staw. Research in Organizational Behavior. 24. R. M. Kramer. Oxford: Elsevier. pp. 271–99.

[3] Earley, P. Christopher; Mosakowski, Elaine (2004-10-01). "Cultural Intelligence". Harvard Business Review. ISSN 0017-8012. https://hbr.org/2004/10/cultural-intelligence.

[4] Earley, P. Christopher (2002). "Redefining interactions across cultures and organizations: moving forward with cultural intelligence". in B. M. Staw. Research in Organizational Behavior. 24. R. M. Kramer. Oxford: Elsevier. pp. 271–99.

[5] Livermore, David (2009). Leading with Cultural Intelligence. New York: AMACOM. ISBN 978-0814449172.

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Cultural intelligence

Topic: Social

Contents

Four CQ capabilities

See also

References

Further reading