Applies the Social Relations Model to show that CQ predicts trust in culturally-dissimilar dyads in multicultural teams, but CQ does not predict trust in culturally similar dyads.

Uses a case study of an Anglo-Navajo inter-organizational relationship to emphasizes the value of context-specific cognitive and behavioral CQ. Emphasizes the influence of history in cross-cultural interactions.

Considers three aspects of cognitive CQ that are critical for global managers and demonstrates the importance of context-specific aspects of cognitive CQ.

Shows that motivational CQ predicts intenational adjustment of global professionals, above and beyond the effects of demographic characteristics, realistic previews, and prior international experience.

Multinational MBA teams that crafted strong hybrid norms showed the largest increase in CQ during a four month project. Overall group CQ was positively related to group cohesion, efficacy, trust, and learning.

Introduces a copyrighted, forced-choice measure of CQ that can be used to enhance self-awareness.

Demonstrates that the Big Five personality trait of openness to experience predicts all four CQ capabilities. Extraversion predicts cognitive CQ, motivational CQ, and behavioral CQ. Conscientiousness predicts metacognitive CQ. Agreeableness and emotional stability predict behavioral CQ.

Expands the conceptualization of CQ by delineating sub-dimensions for each of the four CQ capabilities. Describes psychometric properties of the scale, including support for the second-order model of the 37-item Expanded Cultural Intelligence Scale (E-CQS).

Describes development and validation of a video-based intercultural situational judgment test (iSJT) and a performance-based assessment of CQ. Demonstrates the value of the iSJT as well as the self-report version of the CQS and concludes the two approaches are complementary.…