The culturally intelligent negotiator: The impact of cultural intelligence (CQ) on negotiation sequences and outcomes

Lynn Imai and Michele J. Gelfand

Organizational Behavior and Human Decision Processes, 2010, vol. 112, issue 2, 83-98

Abstract: Although scholars and practitioners have repeatedly touted the importance of negotiating effectively across cultures, paradoxically, little research has addressed what predicts intercultural negotiation effectiveness. In this research, we examined the impact of cultural intelligence (CQ) on intercultural negotiation processes and outcomes, controlling for other types of intelligence (cognitive ability and emotional intelligence), personality (openness and extraversion), and international experience. Transcripts of 124 American and East Asian negotiators were coded for sequences of integrative information behaviors and cooperative relationship management behaviors. CQ measured a week prior to negotiations predicted the extent to which negotiators sequenced integrative information behaviors, which in turn predicted joint profit, over and beyond other individual differences. Additional analyses revealed that the level of integrative sequencing was more a function of the lower-scoring than the higher-scoring negotiator within the dyad. Other individual difference characteristics were not related to effective intercultural negotiation processes. Theoretical and practical implications are discussed.

Keywords: Cultural; intelligence; Intercultural; negotiation; Negotiation; process (search for similar items in EconPapers)
Date: 2010
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Citations: View citations in EconPapers (37)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:jobhdp:v:112:y:2010:i:2:p:83-98

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