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The importance for managers and organisations of cultural intelligence

In the face of new global challenges and cultural adaptation issues, Earley and Ang (2003) propose a model of cultural adaptation called 'Cultural Intelligence' (CQ).

Patterns of globalisation, internationalisation, labour market trends and political environments make inter-cultural work much more the norm for many organisations. Managers and organisations can be required to operate in diverse and multiple contexts of multi-cultural, multi-racial and multi-lingual environments. These render ethnocentrism in business even less relevant. Inter-cultural differences have long been a challenge confronting multinational organisations (Hofstede, 1991). In the face of new global challenges and cultural adaptation issues, Earley and Ang (2003) propose a model of cultural adaptation called 'Cultural Intelligence' (CQ). This is an area of increasing interest in relation to work (see, inter alia, Hooker, 2003; Peterson, 2004; Tan et al 2006), along with the linked concepts of 'Emotional Intelligence' (EQ) and 'Social Intelligence' (SQ).

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