Evaluation of Cultural Intelligence in Staff of Industries, Mines and Trades Organizations - Case Study: Semnan Province, Iran

Evaluation of Cultural Intelligence in Staff of Industries, Mines and Trades Organizations - Case Study: Semnan Province, Iran

Mohammad Abdolshah (Islamic Azad University-Semnan Branch, Iran), Baranak Geranfar (Semnan University, Iran), Eisa Akbari (Semnan University, Iran) and Jalil Vaziri (Semnan University, Iran)
DOI: 10.4018/978-1-5225-1913-3.ch021
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Abstract

This article examines one of the key competencies of the 21st century known as cultural intelligence (CQ). This study investigates the relationship between CQ, organizational culture, and the effectiveness of staff in the industry, mine, and trade organizations of Semnan province in Iran. Using correlational analysis, the statistical population includes a total of 103 people from 141 employees based on personnel department documents. Three questionnaires were used to measure the variables and descriptive and deductive statistics were applied to evaluate and analyze the data. The Pearson correlation coefficient and multivariate regression were used in deductive statistics to obtain the results. The findings show there is a significant relationship between CQ, organizational culture, and effectiveness. Among four cultural intelligence factors, only the knowledge of CQ can predict the effectiveness. The calculated correlation coefficient indicates that the creativity factors and communication pattern have the highest correlation coefficients.
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2. Literature Review

As mentioned earlier, Earley and Ang (2003) defined CQ as a person’s capability to adapt effectively to new cultural contexts, and is based on capabilities that can be enhanced via experience, education, and training (Earley & Peterson 2004; Ng et al., 2012). CQ consists of four components: cognitive, meta-cognitive, motivational, and behavioral (Ng & Earley, 2006; Ang & Van Dyne, 2008). The cognitive component of CQ includes general knowledge about norms, practice, and culture (Earley & Ang, 2003), while meta-cognitive CQ is related to an individual’s awareness during intercultural interactions (Ng & Earley, 2006). Motivational CQ refers to capability of an individual’s drive to learn about presenting and functioning appropriately in other cultures (Ang et al., 2007; Chen et al., 2012). Finally, behavioral CQ is assigned to flexibility in demonstrating appropriate verbal and nonverbal actions during intercultural interactions (Ang et al., 2007).

Organizational culture is an important tool to categorize information and messages and specify behaviors that are acceptable through company policies, activities, and decisions. Sackman (1991) illustrated organizational culture as a tool to create organizational commitment, to provide integration throughout the organization, and to assist the organization adapt to external changes. Many models and theories exist which refer to organizational culture, and most of these theories assume that organizational culture is not measurable (Schein, 2010; Alvesson, 2012). Some researchers believe that although organizational culture is complex and multilevel, its levels are unified (O’Reilly et al. 1991).

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