Search results

With the globalization of business, a relevant question is how might people deal with others from fundamentally different backgrounds (cultural, ethnic, functional, etc.)? Many authors (Rhinesmith, 1992; Paul, 2000; Gupta & Govindarajan, 2002; Kefalas, 1998, just to mention a few) suggest that managers working in international contexts require a specialized way of thinking about the environment in which they operate, a so-called “global mindset.” In the current chapter, we discuss the evolving notion of a “global mindset” and contrast it with extant work on the related concept of “cultural intelligence” (Earley, 2002; Earley & Ang, 2003; Earley & Mosakowski, 2004; Thomas & Inkson, 2004).

This paper suggests that motives for engaging in affiliative‐promotive “helping” extra‐role behavior is related to cross‐cultural differences. The cultural dimensions of in‐group collectivism, uncertainty avoidance, performance orientation, and humane orientation, and their differential effect on helping extra‐role behavior in a diverse workforce are examined. Theoretical implications provide guidance for future empirical research in this area, and provide managers with more realistic expectations of employee performance in the workplace.

The purpose of this research is to examine relationships between emotional intelligence and the four factor model of cultural intelligence – metacognitive CQ, cognitive CQ, motivational CQ, and behavioral CQ.

Confirmatory factor analyses and hierarchical regression analyses on data from 381 students in Korea are conducted.

The results support discriminant validity of the four factor model of cultural intelligence scale (CQS) in relation to the emotional intelligence (EQ) construct. This study also demonstrates that the EQ factors related to social competence (social awareness and relationship management) explain CQ over and beyond the EQ factors related to self‐competence (self‐awareness, and relationship management). Finally, the results present that specific factors of EQ are related to specific factors of CQ.

The findings of this study demonstrate how CQ and EQ are distinct, but related constructs, which has not been conducted by prior research.

The purpose of this exploratory study is to better understand the interactions between external auditors, their audit clients and audit regulators when considering the supply of and demand for high-level audit technology. The authors examine the developed markets of Australia, New Zealand and the UK to better understand: how high-level audit technology has started to become embedded into existing audit spaces and any emerging issues this technology has created for the audit profession.

Through the theoretical lens of the socio-technical (ST) systems of innovation theory, the present study involved semi-structured interviews with 25 stakeholders in Australia and New Zealand from 2019 to 2020 and 21 stakeholders in the UK from 2016 to 2018.

Advancements are revitalizing the technologies of not only the external auditors and their firms but also of their audit clients. Although the audit model is changing, external auditors are reported to be reluctant to fully engage with new audit technologies. In this setting, the authors find audit rules are yet to become embedded in the objects or practices of ST systems and that keeping up with the pace of change for regulators and standard setters is a major challenge.

The findings of this study raise call for regulators to be more up to speed with these new technological changes, as audit standards need to be amended accordingly. Although the International Auditing and Assurance Standards Board deliberates, both clients and auditors need to lobby for specific audit data analytics regulations.

The present study provides perspectives about new audit practices that emerge due to high-level technological advancements and then embed themselves into existing audit spaces. The authors draw on several different stakeholder groups, not just the Big Four firms. The ST systems theoretical lens we adopt better helps us understand how audit firms at the organisational level are adapting to these new technological changes in existing audit spaces.

The rapid globalization of modern business and the multicultural nature of its workforce pose major challenges for leadership and human resource management in 1990s. One important area that is yet to be fully explored is the managing of conflict in a multicultural organization where values, orientations, preferences, and attitudes differ significantly among the members. This paper explores the implications of cultural differences for managerial intervention in conflicts between subordinates in organizations using Hofstede's four‐dimensional framework.

The purpose of this paper is to analyze how individual project members in IT offshore outsourcing projects cope with culture‐specific behavior, and how the project members' cultural intelligence enables the emergence of negotiated culture.

The employed research approach is an interpretive, in‐depth single‐case study based on 31 qualitative interviews. The cultural intelligence framework serves as a “sensitizing device” to develop a model of cross‐cultural interaction in IT offshore outsourcing projects.

The paper presents a model explaining cross‐cultural interaction at the individual level in IT offshore outsourcing. The analysis shows that effective cross‐cultural interaction manifests itself in active cross‐cultural adaptation behavior, which is driven by motivational and cognitive factors. Cultural intelligence, including cognitive, motivational, and behavioral elements, is found to be an important driver for the development of a negotiated culture, characterized by trust‐based interpersonal relationships, shared understanding, and the effective resolution of conflicts in IT offshore outsourcing projects.

This study helps to understand how the emergence of a negotiated culture depends upon the cultural intelligence of individual project members. Practitioners need to focus on the accumulation of cultural intelligence in their project teams.

This study makes a theoretical contribution to the IT offshore outsourcing domain by presenting a model of individual‐level cross‐cultural interaction in this context. Furthermore, it represents one of the first qualitative case studies on cultural intelligence in IS.

This study aims to investigate cultural intelligence (CQ) as an antecedent of adaptive selling behavior (ASB) and cultural distance and intrinsic motivation as moderators in this relationship.

This research builds on a survey to 310 US-based international sales executives (ISE) and multiple regression analysis to test the hypotheses.

The results show that CQ has a significant positive relationship with ASB, both as an aggregate construct and through its metacognitive, motivational and behavioral facets. Also, intrinsic motivation moderates such relationship, whereas cultural distance does not.

The study includes only a sample of US-based international salespeople in the B2B context, which limits the generalizability of the findings to salespeople from other countries or other contexts.

The findings of this research suggest that supplier companies involved in international selling should consider the cultural intelligence of their salespeople for selection, training and coaching.

This study makes an important contribution to the literature on both ASB and CQ by expanding the knowledge on how to manage international salespeople effectively, considering the conditions under which CQ effects are expected and how these vary in this context.

The purpose of this paper is to explore how cultural intelligence (CQ) and emotional intelligence (EI) can assist with navigating the complexities associated with diversity in the workplace.

This paper was developed through a comprehensive literature review related to the constructs of EI and CQ.

The authors focused on the conceptualization and evolution of the intelligence types as reflected in the literature, examine research that connects the intelligence types with issues of the workplace, and its contributions when used in a diverse workplace for improving organizational outcomes and access and inclusion of underrepresented cultural and social groups.

This paper explores the constructs of EQ and CQ and specifically the value the constructs may provide to individuals and organizations. Further, means of developing CQ and EI are discussed

Strategy has become one of the most overused and misused words in our business vocabulary. Chief executives love to talk about strategy because “it's the thing to do.” Managers love the word because it makes them sound more professional. Planners love “strategy” because it allows them to establish their own unique identity within the corporation. Which managers can stand before their subordinates, peers, or bosses and admit to not having a strategy?