Provides a comprehensive review of CQ, including research on antecedents, correlates, consequences, and moderators. Includes recommendations for future research on the sub-factors of the four CQ dimensions, expanding our understanding of the CQ nomological network, and using a variety of…

Develops an integrative model of global management competencies and notes that the CQ model uniquely contributes to the metacognitive and behavioral components of the integrative model.

Develops a model based on experiential learning theory that emphasizes cultural intelligence as the key factor that determines the extent to which global leaders learn from their international experiences.

Proposes a multilevel model where employee CQ is facilitated when organizations have ‘global culture capital’ and value routines that foster global leadership development based on situated learning.

Reviews the conceptual and empirical research on CQ and provides recommendations for future research.

Describes CQ and emotional intelligence as components of social intelligence. Argues that CQ and emotional intelligence overlap – but also have distinct characteristics. Notes the value of both CQ and EQ.

Develops a firm-level conceptualization of CQ based on the resource-based view of the firm. Identifies three firm-level resources (managerial CQ, competitive CQ, and structural CQ) as predictors of effective international business.

Describes the psychological processes and emotional challenges of enacting flexible behavior (such as behavioral CQ). Notes that CQ and emotional intelligence are helpful in intercultural interactions.

Defines the four dimensions of CQ, summarizes research results, notes practical implications of the research, and offers recommendations for future research on CQ.

Compares cultural intelligence with global mindset and explores possible ways of integrating elements from the two approaches