In the current globalized working context, professionals are asked to be able to implement specific competences. Cultural Intelligence is a construct referring to an individual’s ability to function and manage effectively in culturally diverse settings and is conceived as an aggregate multidimensional construct. Purpose of this study was to examine the validity of score interpretations of the Italian version of the Cultural Intelligence Scale (CQS). CQS is aimed to measure individual ability to understand, act and manage effectively in culturally diverse settings. Participants were 755 professionals (females = 64.2%) from different organizational contexts, ranging from 20 to 63 years old (M = 40.4; SD = 10.29). Data were collected with the Italian translated version of the CQS. Results of confirmatory factor analysis (CFA) suggested good data-model fit. As proposed in the original version, CQS is composed of 20 items and four different theoretical dimensions (Metacognitive, Cognitive, Motivational, and Behavioral) that correlate with each other. This study could be considered a first contribution to fill the lack of self-report measure concerning cultural intelligence in the Italian context with a scale showing promising results.

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Over the years – due to the aging population, the process of corporatisation and a demand for a higher quality of services – professionals who work in Care Homes have been exposed to an increasing risk of physical and emotional malaise because of the number of challenges they’ve been asked to manage. Given these factors, there is a growing interest in the study and understanding of professions in geriatric care settings. In the literature there is a prevalence of quantitative studies offering an overview in terms of indicators – at the individual or group or organizational level – concerning the potential development of situations of professional malaise. Conversely, there is a lack of qualitative studies exploring the risk and protection factors. For this reason, in this study we decided to use a qualitative approach to explore “more up close” this kind of organizational context and to keep together the different levels in systemic terms in order to identify – according to professionals’ perceptions – resource factors (in order to leverage these aspects) and fatigue factors (to identify them and treat them). Three Italian Care Homes were involved and the interview’s sample was composed of 45 professionals – 15 nurses, 30 total Patient Care Assistants (PCAs) and Auxiliary Care Assistants (ACAs), of these, 17 males and 28 females, with an average age of 43 years (SD = 0.78) – selected using a sampling of maximum variability. From the analysis of the materials there seem to be four profiles of the professionals involved. Implications to ensure a functional human resource management are discussed for the purpose of promote the well-being of the various professionals, and, as a result, an increasing quality of service.

Purpose The purpose of this manuscript is twofold. First, this manuscript explores how dialogic evaluation (DE), as a participatory evaluation tool, develops inter-organizational learning (IOL). Second, based on empirical analysis, the work provides pragmatic insights to support practitioners in implementing a facilitative framework grounded in DE for the increased uptake of IOL. Design/methodology/approach Two cases of multi-stakeholder partnerships in sport for development and peace (SDP) in Italy were analyzed and compared to explore whether and how the implementation of DE supported the development of IOL. Findings In both cases, applying a three-phase DE process supported several IOL outcomes, such as common knowledge, new innovative solutions development and transfer of new acquisitions. Indeed, DE promoted three key IOL objectives: the emergence of latent relational dimensions and issues to bridge multiple levels; intra- and inter-redefinition and intersection of boundaries; awareness of relevance and usefulness of what was accomplished during the partnership. This paper also discusses some practical insights for DE methodology implementation to activate IOL. Originality/value This research contributes to the understanding of an effective IOL by developing synergies from network interactions. Moreover, the researcher applied a novel methodology, DE, in IOL’s research domain, focusing on a different context and setting such as SDP.

Organisational welfare is a complex private system that offers advantages to a company and its employees. However, when occupational welfare is largely implemented as an “economic” strategy, there is a high probability that it would not necessarily be capable of guaranteeing a profit. The risks and possibilities associated with the implementation of a welfare programme incur further challenges if applied to the context of SMEs. Thus, SMEs are organisational realities characterised by specific emotional and relational dynamics. As such, welfare in these realities takes on deep value and significance and so it potentially impacts processes of valorising human resources. With our study, we analysed welfare practices and representations within specific organisational realities (SMEs) in order to understand how welfare could impact organisational processes of valorising human resources. Based on our results, we realised that welfare can be seen as a sort of magnifying glass that allowed for the detection of the themes that led the organisations to reflect on their rooted values and identities. We suggest that SMEs should think about welfare as a process rather than a product, strengthening their awareness of factors, dynamics and processes that define the complexity of the quality of life in organisations.