Cultural Intelligence: Individual Interactions Across CulturesStanford University Press, 2003 - 379 páginas 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. |
Índice
Chapter | 1 |
Concept of Intelligence | 25 |
Chapter 3 | 59 |
Direitos de autor | |
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Cultural Intelligence: Individual Interactions Across Cultures P. Christopher Earley,Soon Ang Pré-visualização limitada - 2003 |
Cultural Intelligence: Individual Interactions Across Cultures P. Christopher Earley,Soon Ang Visualização de excertos - 2003 |
Cultural Intelligence: Individual Interactions Across Cultures P. Christopher Earley,Soon Ang Pré-visualização indisponível - 2022 |
Palavras e frases frequentes
ability able actions adaptation adjustment American approach appropriate argue aspect of CQ assessment Bandura characteristics cognitive competencies components concept cross-cultural training cues cultural assimilator cultural context cultural settings culturally intelligent individuals declarative knowledge defined diversity Earley effective efficacy emotional intelligence encounters environment Erez and Earley etic example expatriate expatriate manager experiences facets factors focus focused framework function Gecas global work assignments goal setting guanxi high CQ human identity in-group individual's influence intercultural competence interpersonal Journal learning level of CQ Markus mental metacognitive metacognitive strategies motivation nonverbal norms one's organization organizational performance perspective power distance problem procedural knowledge refers reflects relationship requires role Salovey self-concept self-efficacy self-presentation situation skills social behaviors social intelligence Social Psychology sojourner specific Sternberg strategies structure success tacit knowledge task theory tion Triandis tural understanding values various versus York
Referências a este livro
Managing Multinational Teams: Global Perspectives Debra L. Shapiro,Joseph L.C. Cheng,Mary Ann von Glinow Pré-visualização indisponível - 2005 |
Managing Multinational Teams: Global Perspectives Debra L. Shapiro,Joseph L.C. Cheng,Mary Ann von Glinow Pré-visualização indisponível - 2005 |