This research effort analyzes the cost of the current war in Iraq and the corruption that is siphoning funds away from the war effort through economic corruption by Iraqis and by United States citizens and American corporations, most notably Haliburton and its subsidiary Kellogg, Brown and Root. In order to help limit corruption and aid economic growth through its own resources, many economists to include Looney, Robert have proposed the creation of an oil fund, similar to the one the state of Alaska uses where its citizens receive a direct distribution of funds from the state government. This analysis adds to that idea by looking at the types of corruption that is currently on going and the cultural and psychological reasons why Iraqis are joining terrorist and insurgent organizations. In doing so, the United States may be able better address the key the center of gravity of any insurgency, the population. / US Air Force (USAF) author.

As the world becomes more global and companies become internationalized there is a growing urge for companies to work more efficiently. A problem that might rise when people from different cultures work together, is the risk for misunderstandings when managers communicate with people from other cultures. For that reason, managers of internationalized companies need to be culturally intelligent to avoid misunderstandings. Hence, our aim with this dissertation is to see how managers’ Cultural Intelligence (CQ) affects their Communication. In order to see how managers’ Cultural Intelligence affects their Communication we used a quantitative study (survey), where Swedish managers from international companies were target population. In the end though, we found no relation between CQ and managers communication skills. The number of responses from the survey was too small to in order to make any general conclusions. The dissertation may however have some contribution and value for Swedish managers. For companies in general, the dissertation can give some indications that they should consider employees’ CQ and not only managers’ CQ. Communication however, is one of the most prominent factors when it comes to social interaction. Therefore, companies today should consider, when hiring, the new employees’ ability to adapt into new environments.

This research is about how important emotional intelligence and cross cultural inteligence are to entrepreneurship, and also how global leadership will affect entrepreneauship in subsidiary.

This study is situated in the field of cultural intelligence (CQ) research. It involves expatriate teachers employed at a college for Emirati women in the United Arab Emirates who are all EFL trained native English speakers with a minimum of 5 years overseas teaching experience. This interpretive study explores these teachers’ understandings of cultural intelligence through individual interviews and focus groups. In so doing it contributes to the discussion on expatriate teachers constructs of what it is to be culturally intelligent, and augments knowledge on the cultural intelligence construct itself through rich qualitative data. The research design and subsequent data analysis are informed by Sternberg and Detterman’s (1986) multi-loci of intelligence theory, and Earley and Ang’s (2003) multi-factor construct of cultural intelligence; metacognitive CQ, cognitive CQ, motivational CQ, and behavioural CQ . Results suggest that these four factors of CQ feature in the respondents constructs of cultural intelligence. Metacognitive CQ is evident in the importance placed on being alert to the cultural context and of consciously assessing and reassessing cultural knowledge before making decisions about how to proceed appropriately. Cognitive CQ is displayed in the significance cultural knowledge has for the participants; the data suggest that cognitive CQ is evident in the willingness and the effort made to learn specific cultural information pertaining to the context. For the respondents the desire to travel and engage with different cultures and a confidence in their own ability to manage successfully in novel cultural settings is clear evidence of motivational CQ. The results show that not only do the participants demonstrate behavioural CQ in their actions, they also employ strategies to facilitate accurate acquisition of cultural norms of behaviour through adopting a non-threatening observe and listen approach. In addition the study produced some interesting findings related to the context and attitudes to Arab culture such as the idea of the Arabic language as a cultural ‘gate-keeper’. Other findings that warrant further study include the strong association the respondents made between language learning and CQ, close personal relationships and CQ, age and ‘stage of life’ influences on CQ development, and the correlation these respondents felt exists between EFL teacher qualities and CQ capabilities.

Due to the trend of economic globalization, the new challenge that companies are facing when pursuing growth is the need of internationalization talented persons. To maintain the best competitiveness of organization, the key point lies in looking for the most talented employee. How to choose talented persons multi-nationally and how to train internationalization talented persons is one of the keys for the existence of modern enterprises. The ¡§Expatriate¡¨ so called in this study means the one sent by the company to work in the country or area outside homeland. They are likely to be employees with the nationality of their parent company or third country. However, they must be the appropriate and trustworthy middlemen chosen by their parent company. How do enterprises choose such expatriates? What kind of characteristics should successful expatriates have in competence for their tasks? Herein, this study starts from personality and targets on expatriates to probe into the relationship among personality, cultural intelligence and entrepreneurship. The raw data for further research has 2 parts: pre-survey and formal survey. While Convenience Sampling Method was taken, the researcher picked particular interviewees, delivered the questionnaires, and invited for more interviewees to join. Since the objects are geographically wide-spreaded among the world, the survey forms were distributed through the Internet. 260 copies were sent, and 230 recovered. 88% recovery rate has been obtained. Through the statistics methodology, the variables were defined and calculated. The internal relationships among the variables were explored through tools of descriptive statistics, Pearson analysis, SEM model and Variance analysis. The conclusions are as following: 1. There is a positive and significant correlation between the personality and Cultural Intelligence. Stronger ¡§Extraversion¡¨ personality has highest CQ. Comes the ¡§Openness to Experience,¡¨ then the ¡§Agreeableness¡¨. 2. It is obviously positive and significant correlation between personality and entrepreneurship. People with strong ¡§Openness to Experience¡¨ attitude bear stronger willness and capability on entrepreneurship. Follows the ¡§Extraversion,¡¨ then the ¡§Agreeableness¡¨. 3. CQ is obviously positive and significant correlated to entrepreneurship. People with higher CQ bears better capability on entrepreneurship. 4. The study also discovered that the personality has obvious positive influence on entrepreneurship, directly and indirectly. That is, the personality of dispatched personnel would enhance individual entrepreneurship, via the interaction of higher CQ. 5. Personal attributes (e.g. gender, marital status, age, nationality, education level, reason for dispatch, company scale and industry nature) shall play a significant variant role as personality, CQ and entrepreneurship level.

Thesis (Ph.D.)--University of Nebraska-Lincoln, 2009. / Title from title screen (site viewed January 5, 2010). PDF text: vi, 137 p. : ill. ; 2 Mb. UMI publication number: AAT 3360083. Includes bibliographical references. Also available in microfilm and microfiche formats.

Employee performance is a constant concern for any manager in a company or organisation. Managers have the unenviable task of balancing the meeting of organisational targets through the resources at their disposal. They must also manage their own responsibilities and personal targets which could be different to targets of the employees. These differences could create divergent priorities and affect the manager-employee relationship. Managers, in an effort to create a healthy work environment, need to show leadership qualities that encourage cooperation from their employees. These qualities must enable employees to form trustworthy relationships with their colleagues and the organisation thereby encouraging employee engagement and improved performance. A specific leadership quality that can create this type of positive and productive environment is authenticity. Authentic leadership can engender employee trust and organisational commitment and improve performance. Authentic leadership encourages improved relationships in the organisational environment by allowing employees and managers to communicate effectively. This encourages understanding of individual and organisational limitations in a non-threatening manner. Cultural intelligence is another quality that can enhance the employee manager relationship and affect the organisational climate. In South Africa’s culturally diverse environment managers from various cultural backgrounds will need to form healthy working relationships with employees and colleagues to encourage cooperation. These challenges and opportunities form the basis for this research study in the hope of informing managers of the relevance of the research topic and encouraging a change of behaviour and further study within the South African work environment.

Our nation’s culturally diverse public school students require transformative social justice school leadership that values, affirms, and includes all cultures. Studies focused on educational leadership for diverse student populations increasingly center around cultural responsiveness just as empirical studies on cultural intelligence (CQ) outside the field of education are also proliferating. This study was built upon a conceptual framework that highlights the overlaps between culturally responsive school leadership (CRSL) and the multi-dimensional framework of CQ. Based upon evidence of CQ as an antecedent to a number of positive outcomes in culturally diverse settings, the purpose was to uncover the extent to which principal CQ predicts Black and Latinx students’ high school graduation rates. Data collection involved the 20-item Cultural Intelligence Scale (CQS) (Ang et al., 2007) and federal data on high school graduation rates for Black, Latinx, and White students. The sample was drawn from 18 of the state’s 67 districts, and included 28 principals with a tenure at their current schools of three years or more. A bivariate correlation analysis, a multiple regression analysis, estimators of cross-validated R2, a test of differences of R2, and moderation tests were conducted using a new program developed by Morris and Lieberman (2021). Four significant correlations were detected. Black student graduation rates positively correlated to metacognitive CQ and the combination of cognitive CQ, motivational CQ, and behavioral CQ. Cognitive CQ and motivational CQ correlated to one another, as were cognitive CQ and metacognitive CQ. Results indicated that CRSL plays a positive role in education, with particular promise for Black students. However, results could not be cross-validated from the sample to the population. Furthermore, race/ethnicity did not moderate the relationship between graduation rates and CQ and its subscales. Limitations included a lack of power related to the small sample, the use of a course metric (graduation rates) with limited variance as an outcome variable, and the challenges inherent in investigating an indirect relationship such as that between principal and students. This study has begun the task of filling the CQ gap in the educational leadership literature, and recommendations for greatly needed additional research are made. / Includes bibliography. / Dissertation (PhD)--Florida Atlantic University, 2021. / FAU Electronic Theses and Dissertations Collection

<P> With the rise of globalization, international assignments and multicultural teams, managing cultural diversity has become essential to organizations. As managing cultural diversity in team work has historically been a challenge (Earley & Gibson , 2002), academics and practitioners have directed resources toward enhancing understanding of how best to manage team diversity and improve effectiveness of international assignments (Tsui et al, 2007). Cultural Intelligence (CQ) is the abi lity to behave effectively in culturally diverse situations (Earley & Ang, 2003). Theory and research suggest that cultural diversity within teams often relate negatively to team member experiences of team processes, thereby negatively impacting team outcomes. The current study relies on similarity/attraction theory (Byrne, 1971 ), social identification theory (Turner, 1982) and self-categorization theory (Turner. 1982) to evaluate the relationship between cultural diversity and team processes (cohesion , participation, relationship and task conflict) and team outcomes (performance and satisfaction). The moderating effect of Cultural Intelligence on the relationship between cultural diversity and team processes was also explored. Data were collected from fourth year business school students working in teams of four to six to manage a virtual company competing with other teams in a stimulated market. A significant negative relationship was found between cultural diversity and team cohesion and participation; and a significant positive relationship was noted between cultural diversity and both team relationship conflict and task conflict. Furthermore, team satisfaction correlated positively with team cohesion and negatively with both types of team conflict while team performance was unrelated to team cultural diversity and perceptions of team processes. Finally, team members' CQ positively moderated the relationship between team cultural diversity and team processes (cohesion, participation and relationship conflict), where the team was comprised of two different cultures only. Where teams were comprised of members from more than two cultural groups, the moderation was negative. </p> / Thesis / Doctor of Philosophy (PhD)

Background and Aim Cultural Intelligence (CQ) is becoming one of the essential competencies for the modern manager who regularly functions in a multi-cultural environment. CQ in essence refers us to the concept of developing those skills, be it through self-development, knowledge gathering or experience, which allows managers to effectively develop strategies to deal with new environments and multi-cultural settings as well as work groups (Earley & Ng, 2006). The concept of CQ can also be divided into 4 specific dimensions identified by Earley and Ang (2003) as a Meta-Cognitive dimension, a Cognitive dimension, a Motivational dimension and a Behavioural dimension. Specifically when one looks at motivational cultural intelligence one can define it as the extent of an individual’s interest and drive to adapt to new cultural situations (Templer, Tay & Chandrasekar, 2006). This study aims to investigate the concept of motivational cultural intelligence in relation to managerial motivation to engage in multi-cultural situations, and specifically focuses on the South African manager. Method A cross-sectional survey research design was used in this study. The Managerial Cultural Intelligence measure developed (Du Plessis, O’Neil & Vermeulen, 2007) was administered amongst a purposive convenience sample of managers in various industries (N = 550). Results There was no statistically significant result between motivation and managerial engagement, however it was found that the middle management and supervisory level had: The highest overall level of motivation in terms of engaging in multi-cultural activities. The highest level of motivation to change their view points when gaining new information about other cultures. There was, however, not a very high level of motivation to plan in advance for multi-cultural engagements. Those on a senior managerial level on the other hand showed: The highest level of motivation in terms of learning more about people from other cultures. The highest level of motivation to learn more about how to deal with people from other cultures. The lowest level of motivation to change their views of other cultures when gaining new information about other cultures. They also showed the lowest level of motivation in terms of preparing in advance for multi-cultural engagements. Based on an ANOVA analysis of the data it was found that: There was no statistically significant result between the overall motivational levels of the managers and their willingness to engage in multi-cultural environment. There was, however, a statistically significant result in terms of managerial motivation to learn more about other cultures in their work groups. Practical Relevance It was clear from the literature review that there is little information available about managerial CQ and motivation to engage in multi-cultural settings, such as those within the South African environment. It was therefore deemed important to investigate this construct and especially the dimension of motivation in order to better understand the role it plays in the South African managerial environment. With a better understanding of how it impacts South African managers, future researchers can look at identifying the other drivers of multi-cultural engagement, as well as developing training and development programs that will be better suited to the South African manager in terms of developing CQ. Lastly this was also seen as an important study in order to advance and fill the gap in South African literature within this specific field. / Dissertation (MCom)--University of Pretoria, 2012. / Human Resource Management / MCom / Unrestricted