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Cultural intelligence

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Ability to function in diverse settings

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Cultural intelligence orcultural quotient (CQ), refers to an individual's capability to function effectively in culturally diverse settings. The concept was introduced byLondon Business School professor P. Christopher Earley and Nanyang Business School professor Soon Ang in 2003.^[1]^[2]

While cultural intelligence is comparable toemotional intelligence (EQ), individuals with a high EQ can grasp "what makes ushuman 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

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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]

References

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^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 (ed.).Research in Organizational Behavior. Vol. 24. R. M. Kramer. Oxford: Elsevier. pp. 271–99.
^Earley, P. Christopher; Mosakowski, Elaine (1 October 2004)."Cultural Intelligence".Harvard Business Review.ISSN 0017-8012. Retrieved29 October 2023.
^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.
^Livermore, David (2009).Leading with Cultural Intelligence. New York:AMACOM.ISBN 978-0814449172.
^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.

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.JSTOR 20159217.
Ang, S. and Van Dyne L (eds). (2008) "The Handbook of Cultural Intelligence." New York: ME SharpeISBN 9780765622624
Livermore, David A. (2011). "The Cultural Intelligence Difference." New York:AMACOMISBN 978-0814417065
Middleton, Julia (2014). "Cultural Intelligence: CQ: The Competitive Edge for Leaders Crossing Borders." London: A&C Black Business Information and DevelopmentISBN 978-1472904812

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