The global economy and shifting political tides make the need for intercultural understanding and education obvious. Where historically the focus of intercultural training has been on preparing an individual to work in a new culture, today's organizations routinely ask managers to work in multinational environments and move from country to country. This challenge has created a strong debate about how to prepare managers for such challenging assignments. How ought people be assessed to understand their readiness for such assignments? Do high intelligence quotient (IQ) people adjust better than others to new cultural challenges? The topic of cultural adjustment and its assessment remains compelling but incomplete. Our focus here is the development and exploration of the concept of cultural intelligence, or, CQ (Earley, 2003; Earley & Ang, 2003), along with its implications for training and education for global work assignments. Our approach suggests that training for the global manager should include metacognitive, motivational, and behavioral components. The CQ approach represents a significant break from conventional wisdom of focusing on cultural values for intercultural education.

Item Type:	Refereed 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:	101813
Year Published:	2004
Web of Science® Times Cited:	305
Deposited By:	Faculty of Business
Deposited On:	2015-07-10
Last Modified:	2015-07-24
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