دانلود مقاله ISI انگلیسی شماره 202
عنوان فارسی مقاله

چه چیز منجر به هوش فرهنگی می شود؟

کد مقاله سال انتشار مقاله انگلیسی ترجمه فارسی تعداد کلمات
202 2008 9 صفحه PDF سفارش دهید محاسبه نشده
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عنوان انگلیسی
What leads to cultural intelligence?
منبع

Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)

Journal : Business Horizons, Volume 51, Issue 5, September–October 2008, Pages 391–399

کلمات کلیدی
هوش فرهنگی - در معرض قرار گرفتن فرهنگی - تجربه بین المللی - مهاجرت - سازمان های چند ملیتی - مدیریت و بازاریابی - توریسم و گردشگری - حسابداری و حسابرسی
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چکیده انگلیسی

The ability to interact effectively in multiple cultures is not a skill possessed by all; yet, it is becoming more important in today's global business world. Recently, this skill has been labeled cultural intelligence (CQ), and has caught the attention of business leaders and researchers alike. While previous studies have examined potential outcomes of cultural intelligence, possible antecedents are examined herein. This investigation generates some insight regarding the impact of cultural exposure on CQ, as well as developing an understanding of how the depth of cultural exposure influences a person's cultural intelligence. Findings indicate that certain types of exposures to other cultures (such as education abroad and employment abroad) and the level of exposure from these experiences increases cultural intelligence. These findings are critical for multinational firms as managers hire, promote, train, and prepare employees for international assignments. Additionally, some have discussed how cultural intelligence is a critical skill for global business leaders, and it seems likely that CQ will become increasingly important due to the rise of diversity in the workforce.

نتیجه گیری انگلیسی

Global leadership skills have become increasingly important in the dynamic work environment, and it has been suggested that cultural intelligence can even lead to developing global leadership success (Alon & Higgins, 2005). As firms prepare employees to assume global leadership positions, they should not only train them, but also send them on foreign assignments to be exposed to other cultures. If a firm develops CQ skills during internships, training, and expatriation, then successful global leaders should ultimately be developed. In global organizations high levels of CQ are likely to influence the success of global leadership, so firms should consider individuals who have had multiple global assignments and some education abroad. Even if a leader does not intend to leave his or her home country, selecting the appropriate person to interact with foreign subsidiaries should have a positive effect on the organization.

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