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Negotiating effectively in multicultural contexts or others is not only a very important skill for all organizational elements but also crucial to inter-organizational relations (Adler, 2008). If defined as a process that occurs when one party feels adversely affected by another (De Dreu, 1997). Conflict management styles can be analyzed as a function of personality variables. In this respect, cultural intelligence and self-monitoring appear to be relevant variables, as they are characterized by the demonstration of flexibility and interest in elements that are present in conflict management styles. This study aimed to evaluate the extent to which variables such as cultural intelligence and self-monitoring can positively influence the ability to solve interpersonal conflicts more effectively.

This study, with a sample of 399 individuals, aimed to test a model that explores how cultural intelligence and self-monitoring are related as predictor variables in the styles of conflict resolution.

It was observed that cultural intelligence presents itself as a reasonable predictor of conflict management styles, whereas self-monitoring appeared as a dispositional and controversial measure in relation to those styles. Self-monitoring exhibited itself as an important predictor of conflict management, but on the other hand, it had an influence on the choice of the dominating style in conflict situations.

Understanding the predictors of conflict management style and, in particular, realizing the extent to which cultural intelligence promotes a more effective conflict management style can help in the development of selection processes and skill training programs. The development of these multicultural skills will contribute to individual, social and organizational well-being.

This study contributes to the literature of individual differences and conflict management, demonstrating that some individual differences that predict the styles of conflict management can lead to a certain ambiguity in understanding the behaviour that an individual may adopt in situations of conflict.

The purpose of this paper is to explore the moderating role of social media usage in the relationship among multicultural experiences, cultural intelligence, and creativity.

This study conducted a questionnaire survey in three public universities in China and obtained 310 useful responses from international students.

The authors categorized social media usage into informational and socializing usage. Findings show that socializing social media usage strengthens the relationship between multicultural experiences and cultural intelligence, whereas informational social media usage does not strengthen such relationship.

The findings suggest that practitioners, such as managers or university administrators, should focus on well-designed multicultural activities in the development of individual creativity. They should also acknowledge the enabling role of cultural intelligence in developing individual creativity and realize that social media usage should be differentiated from the outcomes of its usage.

This study contributes to the knowledge on the moderating role of social media usage in the relationship between multicultural experiences and creativity based on experiential learning theory. The study presents the relationship among multicultural experiences, cultural intelligence, and creativity. Moreover, by investigating the moderating roles of informational and socializing social media usage, the authors presented that an IT contingent view of multicultural experiences is helpful in understanding the relationship between multicultural experiences and cultural intelligence.

Artificial intelligence is gradually penetrating into human society. In the network era, the interaction between human and artificial intelligence, even between artificial intelligence, becomes more and more complex. Therefore, it is necessary to describe and intervene the evolution of crowd intelligence network dynamically. This paper aims to detect the abnormal agents at the early stage of intelligent evolution.

In this paper, differential evolution (DE) and K-means clustering are used to detect the crowd intelligence with abnormal evolutionary trend.

This study abstracts the evolution process of crowd intelligence into the solution process of DE and use K-means clustering to identify individuals who are not conducive to evolution in the early stage of intelligent evolution.

Experiments show that the method we proposed are able to find out individual intelligence without evolutionary trend as early as possible, even in the complex crowd intelligent interactive environment of practical application. As a result, it can avoid the waste of time and computing resources.

In this paper, DE and K-means clustering are combined to analyze the evolution of crowd intelligent interaction.

We review the literature on stress in organizational settings and, based on a model of job insecurity and emotional intelligence by Jordan, Ashkanasy and Härtel (2002), present a new model where affective responses associated with stress mediate the impact of workplace stressors on individual and organizational performance outcomes. Consistent with Jordan et al., emotional intelligence is a key moderating variable. In our model, however, the components of emotional intelligence are incorporated into the process of stress appraisal and coping. The chapter concludes with a discussion of the implications of these theoretical developments for understanding emotional and behavioral responses to workplace.

Because of the rapidly changing environment and fleeting market opportunities, employee's innovative work behavior is increasingly assuming a pivotal role in enhancing organizational effectiveness and competitive advantage. The success of organizations is largely depended on their employees' ability to innovate. The role of cultural intelligence to enhance innovative work behavior is yet to be explored in the innovation research. The purpose of this study is to examine how cultural intelligence enhances employees' innovative work behavior through work engagement and interpersonal trust.

The study is a cross-sectional design which utilizes data from 381 participants from multinational corporations in Saudi Arabia.

The results indicate that cultural intelligence can significantly affect employee's innovative work behavior. It further reveals that both work engagement and interpersonal trust partially mediate the effect of cultural intelligence on innovative work behavior.

This study adds to the literature on intelligence by examining an underexplored type of intelligence (i.e. cultural intelligence) in relation to employee's innovative work behavior. It reveals work engagement and interpersonal trust as the psychological mechanisms that can link cultural intelligence to innovative work behaviors.

This article introduces a systems‐centered model for emotional intelligence (EI). This makes it possible to consider not only the emotional intelligence of individuals, but the emotional intelligence of work groups and organizations themselves. Agazarian's theory of living humans systems (TLHS) (and its constructs) applies to all levels of living human systems. Using these constructs, we operationally define emotional intelligence from a systems‐centered framework (Agazarian & Peters, 1981, 1997). From the systems‐centered perspective, individuals contribute energy that is necessary for organizational emotional intelligence. Yet equally important, emotional intelligence in organizations is a dynamic output of the function and structure and energy of the organizational system itself, rather than a property of individuals. This conceptualization extends the focus in the field of emotional intelligence from individuals with a selection and personnel development emphasis and instead to building work groups and organizations that function with greater emotional intelligence. Introducing a systems‐centered perspective on emotional intelligence enables emotional intelligence to be viewed at all system levels in the organization, including individuals, work teams and the organization itself.

This paper aims to review and re‐conceptualize group emotional intelligence (GEI). It seeks to analyze past understandings of GEI to arrive at the conclusion that the concept may be multifaceted. GEI has been a challenge to distinguish theoretically due to inadequate theoretical understanding and improper empirical analysis.

This paper provides a model of GEI and proposes a means of empirical evaluation of the concept. The objectives are achieved by a critical appraisal of the literature to demonstrate theoretical issues that demonstrate the multifaceted nature of the concept. Additionally, past methods of empirical evaluation of group emotional intelligence (GEI) are critically appraised and alternate means are proposed.

The complexity of the construct requires a more sophisticated evaluation of group emotional intelligence. The paper provides a theoretical model that may demonstrate how GEI is developed in the group. Proposed methodological means of analysis may provide researchers with tools to empirically evaluate the concept.

The paper represents an initial query into the multi‐faceted nature of the construct of group emotional intelligence. It proposes a means of analysis of the construct but further research is needed to develop the model from an empirical standpoint and conduct research on the validity of the model.

The practical implications of the model suggest that organizations that wish to develop emotional intelligence in their groups utilize both aspects of the model, norms building and an outward contextual approach. The development of both aspects of the model strengthens group behavior but also avoids group think.

The value of this paper lies in its ability to provide a multi‐faceted model and definition of group emotional intelligence. Earlier perspectives of the concept either focused on an internal approach, or a contextual approach. By bringing both aspects together in a model and theorizing the benefits of utilizing both aspects of group emotional intelligence in organizational groups, the paper provides managers and group leaders with a new approach on developing the emotional intelligence in their groups.

This chapter fills a significant gap in the intelligence literature and the knowledge sciences literature by aligning definitions and characterizations of knowledge capital as an essential intelligence source. The chapter also explains how knowledge capital might be leveraged in each of the four capabilities. The chapter presents a well-researched characterization of knowledge capital drawing from international scholars and practitioners’ work. The value of human capital, structural capital, and relational capital in intelligence work is explored.

As a departure from past research on emotional intelligence (EI), which generally examines the influence of an individual's level of EI on that individual's consequences, we examined relationships between the emotional intelligence (EI) of both members of dyads involved in a negotiation in order to explain objective and subjective outcomes. As expected, individuals high in EI reported a more positive experience. However, surprisingly, such individuals also achieved significantly lower objective scores than their counterparts. By contrast, having a partner high in EI predicted greater objective gain, and a more positive negotiating experience. Thus, high EI individuals appeared to benefit in affective terms, but appeared to create objective value that they were less able to claim. We discuss the tension between creating and claiming value, and implications for emotion in organizations.

This study aims to examine the relationship between cultural intelligence and organisational commitment and its effect on learning goal orientation and turnover intention within the expatriate society of the United Arab Emirates (UAE).

A survey instrument was developed to collect data from 173 non-management expatriates employed by multinational corporations located in Dubai, UAE. SmartPLS bootstrap software was used to analyse the path coefficients and test the research hypotheses.

The results demonstrate that cultural intelligence enhances both learning goal orientation and turnover intention of expatriates. Moreover, organisational commitment partially mediates the relationship between cultural intelligence and turnover intention/learning goal orientation.

This study contributes by advancing extant knowledge with regard to cultural intelligence and organisational commitment effects on turnover intention and learning goal orientation of expatriates within a context of high cultural heterogeneity.