Cultural Intelligence: Individual Interactions Across Cultures
In a global market where international teams, initiatives, and joint ventures are increasingly common, it is extremely important for people to integrate themselves quickly in new cultures. Effective strategies for selecting and training people on global perspectives are critical for managing businesses.
Current theories in management and psychology do not provide adequate frameworks to explain the successes or failures of people working and managing in foreign cultures. In this book, the authors develop the idea of cultural intelligence and examine its three essential facets: cognition, the ability to develop patterns from cultural cues; motivation, the desire and ability to engage others; and behavior, the capability to act in accordance with cognition and motivation.
In their presentation of this new conceptual framework, the authors provide a critical review of the existing literature. They explore the fundamental nature of cultural intelligence and its relationship to other frameworks of intelligence.
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Concept of Intelligence
A Theory of Cultural Intelligence
Cognitive Basis of Cultural Intelligence
Motivational Basis of Cultural Intelligence
Behavioral Cultural Intelligence
Cultural Intelligence Assessment and Measurement
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ability able actions adaptation adjustment approach appropriate argued aspects of CQ assessment Bandura characteristics cognitive communication competencies components concept cross-cultural interaction cross-cultural training cues cultural assimilator culturally appropriate culturally intelligent individuals declarative knowledge defined diversity effective efficacy emotional intelligence emphasis employees environment Erez and Earley example expatriate facets of CQ factors focus focused foreign culture function Gecas global work assignments goal setting guanxi GWA success high CQ person host nation identities important in-group individual's influence intercultural intercultural competence interpersonal learning level of CQ Mendenhall mental metacognitive metacognitive strategies motivation nonverbal norms one's organization organizational organizational culture overseas performance perspective positive problem procedural knowledge refers reflects relationship role schema self-concept self-efficacy self-presentation situation skills social intelligence sojourners specific Sternberg strategies structure tacit knowledge task theory tion training methods Triandis tural understanding values various versus
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