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Studies on Cultural Intelligence

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Individual Assignment 3 – Learning outcome 2 and 3 (5%): Some human resources professionals might argue that Western human resource practices should be applied to cross-national subsidiaries, while others argue that cross-national subsidiaries should adopt local practices. Consider the concepts covered this week (moral universalism, ethnocentrism, ethical relativism, steps to an ethical decision, universalism versus particularism, etc.) to critically analyze and make a case for the former or latter approach.
Remember to "CRITICALLY EVALUATE"
*Remember to critically evaluate and build on the readings this week and/ or previous weeks in your reflection.
Ang, S., Van Dyne, L., Koh, C., Ng, K. Y., Templer, K. J., Tay, C., & Chandrasekar, N. A. (2007). Cultural intelligence: Its measurement and effects on cultural judgment and decision making, cultural adaptation and task performance. Management and Organization Review, 3(3), 335-371. https://onlinelibrary(dot)wiley(dot)com/doi/abs/10.1111/j.1740-8784.2007.00082.x (Links to an external site.)
Earley, P. C., & Peterson, R. S. (2004). The elusive cultural chameleon: Cultural intelligence as a new approach to intercultural training for the global manager. Academy of Management Learning & Education, 3(1), 100-115. http://www(dot)jstor(dot)org/stable/40214236?seq=1#page_scan_tab_contents (Links to an external site.)

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Cultural Intelligence
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Some human resources professionals might argue that Western human resource practices should be applied to cross-national subsidiaries, while others argue that cross-national subsidiaries should adopt local practices.
Cross-national subsidiaries should adopt local practices rather than apply Western human resource practices to the cross-national subsidiaries. Cross-cultural competencies facilitate cross-cultural adjustment as people behave differently in the same cross-cultural environment. Applying western human resource practices in all cultural settings would ignore cultural contexts that influence people's worldviews and attitudes. People with multicultural competencies are better at understanding cues and those from different cultural backgrounds. Nonetheless, to reduce the problem of failure to adjust to western resource practices.
Employees with cultural intelligence (CQ) are more likely to succeed in culturally diverse organizations. CQ is an essential competency that allows an individual to adapt to diverse cultural settings. Ang et al. (2007) identify four CQ dimensions; metacognitive, cognitive, motivational, and behavioral facet. When people have multicultural competencies and CQ, they are less likely to have ethnocentric views of other people based on preconceptions of who they are since they are open to learning about their worldviews, values, norms, and culture. While CQ emphasizes cross-cultural and multicultural competencies, there should be open communication to promote mutual trust and understanding of different cultural environments.
Ideally, employees ought to integrate new information while in new cultural contexts, but if only Western human resource practices are applied in subsidiaries, employees in non-western host countries may be less motivated. In any case, employees tend to be more committed to organizations when they believe there is mutual respect and trust. Merely knowing the do's and don'ts of cross-cultural inte...
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