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Cultural Intelligence


Mosakowski, E and Earley, PC, Cultural Intelligence, Harvard Business Review, Harvard Business School Publishing, United States, October, pp. 139-146. (2004) [Magazine Article]


Taxonomists pinned down the scientific definition of the family Acrididae more than two centuries ago. But culture is so powerful it can affect how even a lowly insect is perceived. So it should come as no surprise that the human actions, gestures, and speech patterns a person encounters in a foreign business setting are subject to an even wider range of interpretations, including ones that can make misunderstandings likely and cooperation impossible. But occasionally an outsider has a seemingly natural ability to interpret someoneís unfamiliar and ambiguous gestures in just the way that personís compatriots and colleagues would, even to mirror them. We call that cultural intelligence or CQ. In a world where crossing boundaries is routine, CQ becomes a vitally important aptitude and skill, and not just for international bankers and borrowers.

Item Details

Item Type:Magazine Article
Research Division:Commerce, Management, Tourism and Services
Research Group:Strategy, management and organisational behaviour
Research Field:Organisational behaviour
Objective Division:Law, Politics and Community Services
Objective Group:Work and labour market
Objective Field:Work and labour market not elsewhere classified
UTAS Author:Earley, PC (Professor Chris Earley)
ID Code:101811
Year Published:2004
Deposited By:Faculty of Business
Deposited On:2015-07-10
Last Modified:2015-07-24

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