Michael P. Earley, Jessica Panza and Katherine Thrapp
To explain the SEC’s historical focus on the calculation of investment performance and to highlight important issues for fund sponsors in the future.
Abstract
Purpose
To explain the SEC’s historical focus on the calculation of investment performance and to highlight important issues for fund sponsors in the future.
Design/methodology/approach
This article discusses the SEC’s recent subpoena of at least one fund sponsor for information related to the firm’s practices in calculating internal rates of return and then explains the history of SEC enforcement in this area.
Findings
The SEC continues to be focused on how fund sponsors calculate investment performance metrics, such as IRRs, and the related disclosure.
Originality/value
This article contains valuable information for fund sponsors, such as best practices for valuation methods and related investment performance disclosures, including the calculation of IRRs from experienced investment fund lawyers.
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The purpose of this research is to examine relationships between emotional intelligence and the four factor model of cultural intelligence – metacognitive CQ, cognitive CQ…
Abstract
Purpose
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.
Design/methodology/approach
Confirmatory factor analyses and hierarchical regression analyses on data from 381 students in Korea are conducted.
Findings
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.
Originality/value
The findings of this study demonstrate how CQ and EQ are distinct, but related constructs, which has not been conducted by prior research.
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Michael T. Rehg, Michael J. Gundlach and Reza A. Grigorian
The purpose of this paper is to examine the relationship between cultural intelligence (CQ) and specific self‐efficacy (SSE), and the effect of training on CQ and SSE.
Abstract
Purpose
The purpose of this paper is to examine the relationship between cultural intelligence (CQ) and specific self‐efficacy (SSE), and the effect of training on CQ and SSE.
Design/methodology/approach
Pre and post‐test surveys were administered to 110 US government contracting trainees, in four separate training settings, to measure the effects of training on mean CQ and SSE scores. Two administrations included pre and post‐test surveys. One was designed as a post‐test only, while the fourth was taken from 25 contracting officers in a recurring training setting. Statistical analyses were performed through the use of t‐tests to measure the significance of the change in means across training classes.
Findings
It was found that training using a lecture format significantly improved mean levels of CQ on the cognitive and behavioral dimensions, while less significantly improving motivational CQ. SSE scores from pre‐ to post‐training were also only marginally improved. An additional finding showed significant positive correlations between CQ and SSE, but only in post‐ training samples.
Practical implications
These findings indicate that managers can use cultural training as an effective tool to increase the cognitive and behavioral dimensions of their employees' CQ, helping employees to be more effective in overseas assignments. In addition, improving employees' SSE on a task to be performed in a cross‐cultural situation may help to improve levels of CQ, and thus cross‐cultural performance.
Originality/value
The paper demonstrates the link between SSE and CQ, and shows that CQ and SSE can be improved through training. The relationship among these variables had not been empirically tested in past research, especially involving samples of public sector employees.
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P. Christopher Earley, Charles Murnieks and Elaine Mosakowski
With the globalization of business, a relevant question is how might people deal with others from fundamentally different backgrounds (cultural, ethnic, functional, etc.)? Many…
Abstract
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).
David Kimber, Rodrigo Guesalaga and Michael Dickmann
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…
Abstract
Purpose
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.
Design/methodology/approach
This research builds on a survey to 310 US-based international sales executives (ISE) and multiple regression analysis to test the hypotheses.
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Originality/value
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.
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Jeremy Michael Clark and Daiane Polesello
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…
Abstract
Purpose
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.
Design/methodology/approach
This paper was developed through a comprehensive literature review related to the constructs of EI and CQ.
Findings
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.
Originality/value
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
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This chapter examines the relationship between four variables indicating ethical disposition – ethical sensitivity, ethical reasoning, concern for others, and egocentrism – and…
Abstract
This chapter examines the relationship between four variables indicating ethical disposition – ethical sensitivity, ethical reasoning, concern for others, and egocentrism – and trait professional skepticism (PS) (Hurtt, 2010) among 119 first-year auditors. While there has been research addressing the link between ethical dispositional factors and state PS in auditors (e.g., Shaub & Lawrence, 1996), there is a lack of research into the link between ethical dispositional factors and trait PS (Hurtt, 2010). The results indicate that trait PS is higher in first-year auditors with higher levels of ethical reasoning, concern for others, and egocentrism. More ethically sensitive auditors do not demonstrate higher levels of trait PS, however. The results provide evidence that auditors’ ethical dispositions influence their ability to have the mindset necessary to carry out the investor protection role that requires adequate PS.
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Jane Dillard-Eggers and Michael L. Roberts
In light of advances in the theory of cognition (Anderson, 1996, 2000; Anderson & Fincham, 1994; Anderson & Lebiere, 1998) and research on learning from worked examples (Atkinson…
Abstract
In light of advances in the theory of cognition (Anderson, 1996, 2000; Anderson & Fincham, 1994; Anderson & Lebiere, 1998) and research on learning from worked examples (Atkinson et al., 2000; Cooper & Sweller, 1987; Sweller & Cooper, 1985), this study extends earlier research findings that auditors need practice and certain kinds of feedback to acquire procedural knowledge to identify causes of variations between expected and actual financial ratios. We test an alternative form of instruction: worked examples. As predicted by Anderson's ACT-R 4.0 theory, the results indicate individuals’ pre-test declarative knowledge interacts significantly with learning method (with or without examples) on procedural knowledge acquisition. In contrast to prior findings, this study shows that improvements in auditing procedural knowledge can be achieved by passive instruction in worked examples, a potentially more efficient (cost-effective) method than practice and feedback for auditor training.
James Michael and Wagner College
Attempts to transfer Western management theories without considering the host's cultural value system is a prescription for failure. While conceptual frameworks for understanding…
Abstract
Attempts to transfer Western management theories without considering the host's cultural value system is a prescription for failure. While conceptual frameworks for understanding cultural differences exist, such as the ones developed by Hofstede and Hall, we know little about which managerial practices are relevant in what cultural settings. Adopting the view that the effectiveness of different management behaviors depends on the culture in which they are practiced, this paper develops various propositions that match specific managerial behaviors with cultural work values. The matching of managerial behaviors with cultural values has a wide range of applications in overseas selection decisions and training programs.
Rachel Clapp-Smith, Fred Luthans and Bruce J. Avolio
Inherent in the meaning of global mindset is the dilemma of an appropriate level of analysis at which we define, measure, and research this construct. This chapter addresses the…
Abstract
Inherent in the meaning of global mindset is the dilemma of an appropriate level of analysis at which we define, measure, and research this construct. This chapter addresses the individual level of analysis using social cognition, which explains how the development process of global mindset helps individuals make sense of unfamiliar stimuli, broaden their cognitive capacities, adjust their behavior accordingly, and have a positive influence on others. Our recently developed core construct of positive psychological capital, or PsyCap (Luthans, Youssef, & Avolio, 2007), and the overarching process of authentic leadership development (Avolio & Luthans, 2006) are used to explicate the theoretical social cognitive framework. The “influence on others” implies a leadership process, and that is why we address the role that global mindset may have in the authentic leadership development process (Avolio & Luthans, 2006).