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This paper provides an overview of the empirical research on cultural intelligence, with a special focus on discussing key practical benefits to individuals, teams and organizations. The importance of cultural intelligence training is also highlighted.

Examines critically the bulk of cross‐cultural research involving the constructs of individualism and collectivism. Highlights some of the main conceptual and methodological shortcomings in the use of these constructs and the need for refinement and synthesis in definition and measurement. Suggests a research strategy that integrates previous empirical findings in a theory‐driven approach. Proposes multiple group confirmatory factor analysis as a technique for confirming a 2‐2 factor structure for individualism and collectivism and for testing the equivalence of their measures across culturally diverse groups.

PurposeThis paper seeks to challenge the claim that traditional and non‐traditional employees differ significantly in terms of their needs, personality characteristics, and work motivation patterns, by surveying management consultants in Canada.Design/methodology/approachThe study is based on a quantitative online survey undertaken among 204 Canadian management consultants in 2008, representing both traditional employed consultants, contingent consultants, and company representatives.FindingsThe study demonstrated no significant differences with regard to needs, motivation, and personality characteristics between traditional and non‐traditional employed management consultants, which means that no significant changes to existing human resource management policies seem to be needed.Originality/valueThe existing literature on contingent employees' needs, personality characteristics and work motivation has mainly been devoted to the study of differences between traditional and non‐traditional work arrangements seen as single groups. This study extends and complements the understanding of the underlying dimensions of both the explicit and the implicit contract within the contingent management consultant‐organization relationship in order to explain the influence of these dimensions on the human resource management strategies. The underlying assumption is that non‐traditional work arrangements vary according to the type of job and the context in which the job is performed.

Purpose This paper aims to advocate the need for educational leadership to understand and consider the immediate role and challenges associated with the unique values and characteristics of an age-diverse population and their impact on teaching and the facilitation of learning. Design/methodology/approach The paper draws on the review of the generational and diversity literatures and related organizational best practices to identify key definitions and empirical findings and to develop recommendations which can be deployed in future research and practice in different types of organizational settings. Findings This paper provides insights into how organizational leaders can promote a multicultural environment that leverages multi-generational differences. Also, the present study offers innovative pedagogical approaches that can help better prepare future business leaders for these challenges. Research limitations/implications The study attempts to reignite the debate through a detailed review that describes the current understanding of generational differences among four generational cohorts. Given the research approach, the recommendations may lack generalizability. Practical implications This paper advocates the need to understand generational differences to manage the challenges associated with differences in attitudes, values and preferences regarding leadership, human resource practices and organizational change initiatives. Social implications Organizations which create environments that are value-based and that support divergent views and values of each of the cohorts, create a positive outcome for both the organization and its employees. Originality/value This paper enhances knowledge and understanding at the theoretical and practical levels, enabling business leaders and faculty to gain insight regarding the generational differences and unique characteristics of four organizational workgroups – Veterans, Baby Boomers, Generation X and Generation Y.

Motive scores (needs for Achievement, Affiliation, and Power) of the chief executive officers of the nation's 50 largest industrial firms were determined using content analysis of letters to stockholders contained in the firms' annual reports. The scoring method was a modification of the standard TAT scoring procedure. Results showed that chief executive officers' high need Achievement was correlated with relative growth in sales, while high need Power was correlated with relative growth in profits. Effects of need Achievement and need Power also were examined for return on equity and return on sales. Implications are discussed.