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Cultural Intelligence
Citation
Mosakowski, E and Earley, PC, Cultural Intelligence, Harvard Business Review, Harvard Business School Publishing, United States, October, pp. 139-146. (2004) [Magazine Article]
Abstract
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 someone’s unfamiliar and ambiguous gestures in just the way that person’s 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 |
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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 |
Downloads: | 0 |
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