Cultural intelligence (CQ), an individual's capability to function and manage effectively in culturally diverse situations and settings, has become the focus of a vibrant scholarly conversation and a flourishing area of multidisciplinary research. Since the introduction of the concept in 2002, substantial research has been conducted concerning its definition, the validation of its measurement, and the examination of its development and predictive capabilities. The present paper systematically reviews 73 conceptual and empirical articles published on CQ from 2002 to 2015 in management and international business journals as well as in education and psychology. The authors discuss two distinct conceptualizations of CQ, developments within the conceptual research, and opportunities for further theorizing. They also cluster the empirical studies based on how CQ was used and identify patterns, achievements and challenges within the literature. Finally, based on their analysis, they identify promising avenues for future research and propose specific questions that can further advance the scholarly conversation on CQ.

Purpose The purpose of this paper is to critically examine the literature on the relationship between international experience (IE) and cultural intelligence (CQ) development, and advocate for the utilization of theory to explain this relationship. Design/methodology/approach On the basis of the premise that CQ can be developed through IE, the authors review existing empirical research in regards to this relationship. The authors conducted a search of the main business, education, and psychology databases for articles published from 2003, the year when the CQ construct was introduced, through 2017. The search focused on studies where CQ was tested as a dependent variable or as a mediator between IE and a dependent variable, and resulted in 15 empirical articles and three book chapters. Findings A critical analysis of the relationship between IE and CQ reveals considerable variation and inconsistencies among findings within the extant empirical literature. The authors argue that this is mainly because most studies fail to apply a theory to explain the link between these two constructs. The authors draw from social learning theory (SLT) to illustrate how it can be utilized to detail the relationship between IE and CQ development. The authors also suggest how future research can advance the understanding of this relationship, and outline the implications of such examinations for practice. Originality/value While substantive knowledge has been generated to understand CQ as an antecedent, the authors investigate CQ development as the dependent variable. The critical review of this literature identifies a specific weakness within previous research and the authors offer a way to resolve it. SLT, which views learning as being affected by both observation and experience, and includes attention, retention, and participative reproduction, is one potentially powerful tool that can explain why and how IE can lead to CQ development. This is a far more fine- grained and detailed approach to understanding and explaining the relationship between the two constructs than provided by previous studies.

Purpose This paper aims to review the talent management literature to identify ways in which organizations can practically and effectively improve talent retention. Design/methodology/approach This paper defines talent and talent retention and explains why retaining talent is so important and why talent leave. Then, it reviews existing literature from scholarly journals and practitioner reports and identifies and discusses means by which organizations can improve their talent retention. Finally, this paper outlines some important lessons that are relevant to all organizations when considering talent retention. Findings The review of the talent management literature identifies four ways that organizations can improve their talent retention: developing a solid organizational culture and strong values, providing applicable and dynamic training, fostering an engaging work environment, and offering clear and suitable career advancement opportunities. Originality/value The four practical ways to effectively improve talent retention discussed in this paper demonstrate that retaining talent requires more than just a competitive salary package. Talent want to work for and stay at an organization that has similar values, provides training opportunities, fosters engagement and offers career advancement.

Purpose This paper aims to contribute to international business research by critically analyzing and evaluating the use of the “international experience” (IE) construct within the specific context of developing cultural intelligence (CQ). Design/methodology/approach Based on 30 studies selected through a systematic literature review, the IE construct is critically analyzed and evaluated with respect to the terminology, definitions, conceptualizations and measurements used. Findings Findings indicate that the existing body of knowledge on the construct of IE is fragmented, uses inconsistent terminology, does not uniformly rely on any underlying conceptual frameworks and uses a variety of measures for investigating IE. Additionally, scholars have largely relied on quantitative measures of IE to explain the development of CQ, despite theoretical arguments specifying conditions and circumstances that must occur for learning and development to take place. Research limitations/implications To move forward with using the IE construct, the authors emphasize the critical need for scholars to pay greater attention to and explicate how they define, conceptualize and measure it. Based on the identified issues, recommendations to improve future research are provided. Originality/value Although IE is frequently assumed to influence the development of CQ, contrary to conventional wisdom and some theoretical arguments, research evidence has demonstrated that the impact of IE on CQ is suggestive rather than conclusive. To understand why this may be the case, the use of the IE construct within previous research is critically analyzed and evaluated.

PurposeThe purpose of this study is to investigate consumers' post–purchase experience when buying fresh food online. It examines the key dimensions of post–purchase online customer experience (post–purchase OCE) that impact customer satisfaction and repurchase intention. It also explores the role of corporate image as a moderator.Design/methodology/approachAn online survey was conducted in China to capture participants' post–purchase OCE, satisfaction, repurchase intention and perceived corporate image. Partial least squares structural equation modelling (PLS-SEM) was utilized to analyse data collected from 317 Chinese fresh food online shoppers. Moderated mediation analysis was conducted to analyse the moderating effect of corporate image.FindingsFour post–purchase OCE dimensions “product-in-hand”, “customer support”, “benefits” and “packaging” significantly drive customers' repurchase intention by enhancing customer satisfaction. “Delivery” is not influential. Additionally, for firms with a good corporate image, customer repurchase intention is more easily affected by post–purchase OCE than firms with a lower level of corporate image.Practical implicationsThe findings inform fresh food e-commerce firms of the critical post–purchase OCE dimensions that mostly drive customer satisfaction and help retain customers. Furthermore, it implies that firms with a good corporate image must provide high-quality post–purchase OCE that matches the image because the consequences associated with a poor post–purchase OCE can be severe.Originality/valueThis research is among the first to investigate fresh food post–purchase OCE. It also introduces the previously underexplored moderating role of corporate image.

No abstract

Purpose The purpose of this paper is to investigate how working in culturally diverse teams influences team-level cultural intelligence (CQ) development and how team-level CQ influences performance. The use of culturally diverse work teams continues to grow within organizations, however, their relationships with team-level CQ are not well understood. CQ is a set of knowledge, skills and abilities that assist in adapting to new and unfamiliar cultural environments and when interacting in culturally diverse situations. At the individual-level, CQ has been demonstrated to positively impact multicultural teams but team-level CQ has rarely been examined to understand how it is developed and whether it impacts team performance. Design/methodology/approach This research uses a quantitative methodology and a longitudinal research design to test two sets of hypotheses. Set 1 of the hypothesis tested the development of team-level CQ after working in culturally diverse teams, and Set 2 tested the influence of team-level CQ on team performance. Findings Data from 23 teams (86 individual participants) support the hypothesis that working in culturally diverse teams develops team-level CQ. In addition, partial support for the hypotheses that team CQ will positively influence academic performance is demonstrated. Research limitations/implications The research contributes to the CQ literature by lifting the level of analysis from the individual to a team-level to consider team-level effects. The authors conclude that working in culturally diverse teams develops team-level CQ overtime. Once team-level CQ has been developed, the authors demonstrated a positive relationship between the motivational facet and team academic performance. Thus, when considering the influence of team-level CQ on performance, it is important to consider the relationship with each of the CQ facets. Few studies have considered how team-level CQ impacts team performance outcomes, and based on the results the authors would suggest additional research that continues to unpack the CQ construct into its constituent parts. Practical implications The results have important practical implications with respect to the development of team-level CQ. Based on the results, the authors support the use of highly culturally diverse teams in business schools for the development of skills because they provide the opportunity for team members to learn from each other. The use of CQ, CQ development and performance relationships provides important insights into how individuals, particularly students, can learn from each other when working in culturally diverse teams about other cultures and then bring this knowledge with them when working in academic teams. Social implications As an important practical social implication, an opportunity to work in cross-cultural teams during international business studies could be considered as an “equalizer” for students who cannot afford to study abroad given the time consuming and costs aspects. So, cross-cultural teamwork could be considered in a wider extent by different business schools worldwide. Additionally, cross-cultural teamwork exposes students to intense interactions with different races and cultures during their study period and makes graduates significantly more work-ready. Originality/value This research contributes to the CQ literature by lifting the level of analysis to consider team-level effects and has important implications for the development and outcomes of team-level CQ.

PurposeThere is a substantial void in the understanding of the effect of talent management (TM) practices specifically targeted at females on firm performance. This paper investigates the relationship between female-focused TM and firm performance with the aim of demonstrating the importance of gender diversity in firms.Design/methodology/approachThe authors developed and empirically tested a contextually embedded model using data from 103 multinational corporations in Russia to examine the effect of female-focused TM on firm performance.FindingsThe authors found an overall positive relationship between female-focused TM and firm performance. The authors’ analysis also revealed significant positive effects of female-focused talent development and talent retention, but not talent attraction, on firm performance.Originality/valueThis paper contributes to the vibrant TM scholarship by focusing on female-focused talent attraction, development and retention practices.