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In management and organizational studies disciplines,cross-cultural capital (CCC) is the aggregate set of knowledge, skills, abilities andpsychological dispositions that gives individuals competitive advantage in interacting, working, and managing in culturally diverse environments. It is considered a facet ofhuman capital.
Cross-cultural capital is conceived as a broad construct and it is composed of both dispositional (or, more trait-like) and experience-based elements (more statelike), including personality dispositions (e.g., openness to experience), values and beliefs (e.g.,pro-diversity beliefs), cognitive style (cognitive flexibility) and acquired specific skills (e.g., mastery of several languages) as well as of relevant experiences (e.g., traveling, living and working in different countries; growing up in a multicultural environment). Some scholars include cultural intelligence (CQ) as one of the state-like components of cross-cultural capital. This corresponds to Ang andVan Dyne'snomological network ofcultural intelligence model,[1] where cultural intelligence is conceptualized as a more of state-like construct that mediates distal factors, which are typified as trait-like (e.g., personality traits) and intermediate constructs such ascommunication apprehension andanxiety, which, in turn, are postulated to affect a host of individual and interpersonal outcomes that can be broadly classified into performance and cultural adaptation.