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Introduction
Due to the volatile and completely unpredictable nature of the global economy, there increasingly more conflict caused by misunderstanding or lack of understanding due to cultural differences (Triandis, 2006). In the global workplace, managers have to analyze and interact with individuals from different cultures. The organizations require individuals who can interact with individuals from different cultural backgrounds (Jyoti and Kour, 2015). They need managers who can distinguish the cultural differences and can properly interact with individuals from other cultures. Managers often face difficulty in an unfamiliar environment with respect to communication, language, interaction with host people, religion, etc. Managers need to be culturally competent to efficiently handle a diverse workforce. Organizations view cultural competent managers as a source of competitive advantage and strategic capability (Yitmen, 2013). Increasingly more organizations are expressing the need for managers "who quickly adjust to multiple cultures and work well in multinational teams" (Earley and Peterson, 2004, p. 100). Cultural intelligence (CQ) refers to the set of skills and traits that allow one to effectively interact with novel cultural settings (MacNab and Worthley, 2012, p. 1321). Therefore, CQ is a capability that can increase an individual's ability to interact with individuals outside their own cultures. Individuals who are culturally intelligent can interact effectively with individuals from different cultural backgrounds.
After reviewing the literature, we found that most of the research on CQ has been carried out on the concept of the CQ (Blasco et al. , 2012; Brislin et al. , 2006; Ng and Earley, 2006; Ng et al. , 2009; Thomas et al. , 2008; Triandis, 2006; Turner and Trompenenaars, 2006; Van Dyne et al. , 2010, 2012). Further, the literature reveals that most of the earlier studies have been carried out in MNCs and focused primarily on expatriates' CQ (Lee and Sukoco, 2010; Ramalu et al. , 2010, 2011, 2012; Rose et al. , 2010; Wu and Ang, 2011; Peltokorpi and Froese, 2012; Wang and Tran, 2012; Malek and Budhwar, 2013; Gupta et al. , 2013; Huff et al. , 2014; Moon et al. , 2012; MacNab and Worthley, 2012; Koveshnikov et al. , 2014; Lee et al. , 2013; Lee and Kartika, 2014) and there is a scarcity of literature on CQ of Indian managers (Jyoti...