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Cultural intelligence (CQ) represents a promising advancement in the area of cross-cultural training and management. Experiential approaches for CQ development have been proposed as highly effective; however, there is a lack of CQ-specific approaches in the management literature. This work overviews the concept of cultural intelligence and its relevance to management then highlights an experiential CQ education process and framework. The process, designed to increase CQ capacity by engaging in a new cultural contact experience, was initially developed with two cohorts that included a total of 743 management education participants. Details of the process, supporting theory, related teaching materials, participant evaluation, and participant CQ development indicators are presented and future research directions are discussed.

Examining intrapersonal factors theorized to influence ethics reporting decisions, the relation of self-efficacy as a predictor of propensity for internal whistleblowing is investigated within a US and Canadian multi-regional context. Over 900 professionals from a total of nine regions in Canada and the US participated. Self-efficacy was found to influence participant reported propensity for internal whistleblowing consistently in both the US and Canada. Seasoned participants with greater management and work experience demonstrated higher levels of self-efficacy while gender was also found to be influential to self-efficacy. These individual traits, although related to self-efficacy, did not directly relate to propensities for internal whistleblowing. The findings demonstrate that self-efficacy could represent an important individual trait for examining whistleblowing issues. Internal whistleblowing is becoming an important organizational consideration in many areas of North America, yet there is relatively little research on the topic.Organizations seeking effective internal reporting systems should consider the influence of self-efficacy along with its potential reporting influence. By empirically testing an under-examined component of theory related to internal whistleblowing, this effort contributes to management literature, extending the knowledge beyond a US context, and provides recommendation for managing individual bias with internal reporting systems.

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Cultural intelligence (CQ) has emerged as a promising capability that allows individuals to enhance their intercultural effectiveness. However, little is known about factors and processes supporting its development. In a longitudinal study involving pre-and postintervention measures of CQ, we explored the role of the individual perception of optimal cross-cultural contact and the experience of expectancy disconfirmation. The study was conducted among 212 management students and professionals who partook in an experiential CQ education intervention encompassing cross-cultural contact as part of a university management course. The results of our work reveal that the relationship between participants' perception of optimal cross-cultural contact and CQ development is mediated by the experience of expectancy disconfirmation. When participants perceived optimal cross-cultural contact, which involved a number of conditions including equal status among participants, personalized contact, establishment of common goals, and support of the contact by authorities, they were more likely to experience expectancy disconfirmation. In turn, greater experience of expectancy disconfirmation was associated with greater CQ development. Researchers, educators, and managers who understand the factors and processes supporting CQ development are better equipped to prepare individuals for greater effectiveness in a variety of cultural contexts.