Experiential cultural intelligence development: context and individual attributes

Brent R. MacNab · Richard W. Brislin · Reginald G. Worthley

102 citations0/0 files storedThe International Journal of Human Resource Management

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International Student and Expatriate Challenges Cultural Differences and Values Global and Cross-Cultural Management

Abstract

Cultural intelligence (CQ) represents advancement in the area of international human resources management and cross-cultural training. An experiential approach to CQ training is developed and analyzed. A diverse, multicultural group of over 370 participated. General self-efficacy and contextual aspects related to Contact Theory were found to be significant to training outcomes in CQ development. In crafting the most effective CQ training and education, organizations and international human resources staff can benefit from understanding individual and contextual influences. Our experiential approach to CQ education appears to hold promise and adds to the literature by producing a specific approach.

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References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1951Coefficient Alpha and the Internal Structure of Tests 1983Experiential Learning : Experience as the Source of Learning and Development 1978Social Learning Theory.1989Structural Equations with Latent Variables 1991Structural Equations with Latent Variables.1954Nature of Prejudice 1994Testing Structural Equation Models.

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2020Cultural intelligence, global mindset, and cross-cultural competencies: a systematic review using bibliometric methods 2014The influence of individual, family, and social capital factors on expatriate adjustment and performance: The moderating effect of psychology contract and organizational support 2016Developing Students’ Cultural Intelligence Through an Experiential Learning Activity 2016Developing cross-cultural awareness through foreign immersion programs 2017Cultural intelligence and voice behavior among migrant workers: the mediating role of leader–member exchange

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