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This chapter develops a conceptual framework to explain variance in the functioning of multinational work teams. We draw upon existing theories of multinational teams (MNTs) looking at the core internal dynamics that provide critical building blocks for understanding team functioning. These dynamics are then examined in terms of the cultural intelligence of team members and how it interacts with the core features of an MNT. We discuss the ramifications of these results for structuring and running global teams in the field.

With the globalization of business, a relevant question is how might people deal with others from fundamentally different backgrounds (cultural, ethnic, functional, etc.)? Many authors (Rhinesmith, 1992; Paul, 2000; Gupta & Govindarajan, 2002; Kefalas, 1998, just to mention a few) suggest that managers working in international contexts require a specialized way of thinking about the environment in which they operate, a so-called “global mindset.” In the current chapter, we discuss the evolving notion of a “global mindset” and contrast it with extant work on the related concept of “cultural intelligence” (Earley, 2002; Earley & Ang, 2003; Earley & Mosakowski, 2004; Thomas & Inkson, 2004).

This paper suggests that motives for engaging in affiliative‐promotive “helping” extra‐role behavior is related to cross‐cultural differences. The cultural dimensions of in‐group collectivism, uncertainty avoidance, performance orientation, and humane orientation, and their differential effect on helping extra‐role behavior in a diverse workforce are examined. Theoretical implications provide guidance for future empirical research in this area, and provide managers with more realistic expectations of employee performance in the workplace.

In this chapter, we explore the interrelationships between team member cultural intelligence (CQ) and multinational team functioning and performance. We argue that CQ, an individual's capability to adapt to different cultural contexts, can be enhanced through experience working in a multinational team, suggesting that CQ is not simply a stable individual difference. We propose a conceptual framework, and demonstrate empirical support through a longitudinal study, that links the effectiveness of team experience to shared norms and positive performance feedback. Additionally, we present evidence that mean level of team member CQ predicts intragroup trust, cohesion, and performance for the multinational team.

The focus of this paper is to provide an overview and conceptual summary of various contributions made by Professor Harry Triandis of the University of Illinois, Urbana-Champaign. Known throughout the world as a preeminent scholar in the field of cross-cultural psychology, Triandis has achieved the status of a founding father in this field extending his work into related disciplines including management and business, sociology, political science just to name a few. I address these contributions through the rhetoric of five questions, namely, how has his work – (1) shaped a field (self in context), (2) integrated a field (analysis of subjective culture), (3) extended a field (INDCOL), (4) populated a field (students and colleagues), and (5) ensured the future of a field.

In this response to the commentaries of Alutto, Morris and Young, we explore several important issues raised by the authors. The points raised in the commentaries highlight several important directions for cross-level and cross-cultural organizational research to follow including a strong cognitive orientation and an emphasis on contextualization.

To guide scholars interested in incorporating culture into research on behavior in organizations, this chapter discusses cross-level approaches to the study of culture that go beyond simplistic comparative analyses. We focus on the major issues confronting a cross-cultural management researcher. We consider diverse theoretical, research design, and analytical approaches that allow the researcher to link culture to organizational behavior. A central theme in our discussion is the paramount importance of a model that specifies mechanisms that link culture to lower levels of analyses, such as organizations, teams, and individuals. Our recommendations for empirical research revolve around the informed use of cross-level theoretical models to guide research design and analytical choices. We conclude with general recommendations for future research on culture and behavior in organizations.

The purpose of this paper is to explore how cultural intelligence (CQ) and emotional intelligence (EI) can assist with navigating the complexities associated with diversity in the workplace.

This paper was developed through a comprehensive literature review related to the constructs of EI and CQ.

The authors focused on the conceptualization and evolution of the intelligence types as reflected in the literature, examine research that connects the intelligence types with issues of the workplace, and its contributions when used in a diverse workplace for improving organizational outcomes and access and inclusion of underrepresented cultural and social groups.

This paper explores the constructs of EQ and CQ and specifically the value the constructs may provide to individuals and organizations. Further, means of developing CQ and EI are discussed

This chapter examines how individuals’ perceptions of others’ task competence, treatment of other group members, tendency to conform, and work group identification depend on both status and identity commitment. We integrate tenets of both role identity theory and status characteristics theory in formulating propositions concerning which of multiple status attributes are utilized when assessing others’ task competence and treating other group members, when a solo low-status group member is less likely to conform with the group, and when a solo high-status group member has low identification with his or her group. Our theory development highlights the value of integrating these theories in understanding group phenomenon for both research and practice.

Work enthusiasm and organizational socialization (Training, Understanding, Coworker Support, and Future Prospects) were compared in two predominantly Chinese regions, i.e., Macau (a former Portuguese territory in China) and Zhuhai in the People’s Republic of China. Data were collected from 276 (96 Macau and 180 Zhuhai) full‐time, line‐level, ethnic Chinese employees in the two regions. Results revealed the Zhuhai employees to be much more enthusiastic at work. The Zhuhai employees also evaluated Training, Understanding, and Future Prospects more highly than did the Macau employees (no differences were found for Coworker Support). Regression analyses revealed Future Prospects to be the strongest predictor of work enthusiasm in Zhuhai, while education and years on the job explained most of the variance for work enthusiasm in Macau. The results of the comparisons are discussed in terms of the similarities and differences in the cultures and economic development of the regions.