The purpose of the current study was to examine the effects of cultural intelligence (CQ) and conflict management styles on a person's cross-cultural adjustment in an Asian context. A total of 260 international students completed the paper-based questionnaires in Taiwan. We utilized multiple hierarchical regression to analyze the data and thereby to test the effects of CQ on cross-cultural adjustment as well as the moderating effects of conflict management styles on the relationship between CQ and cross-cultural adjustment. The results showed that CQ had a positive relationship with both general adjustment and interaction adjustment after controlling for age, length of residence in the local country, previous overseas experience, English language ability, and Chinese language ability. Moreover, we found that an active conflict management style negatively moderated the relationships between CQ and general adjustment and between CQ and interaction adjustment, while an agreeable conflict management style only positively moderated the relationship of CQ and general adjustment. Ultimately, we were able to demonstrate the importance of CQ and conflict management styles in understanding the links that are related to cross-cultural adjustment. We also provided several practical implications for firms and for individuals in order to improve their cross-cultural effectiveness.

Summary Despite intensive research on perceived overqualification, empirical evidence on overqualified employees' job search behavior remains relatively insufficient. Notably, no studies have explored the possible link between perceived overqualification and internal job searching behaviors. In the present study, we consider whether—and more importantly when—employees with high perception of overqualification search for internal and external job opportunities. Applying the ability–motivation–opportunity (AMO) framework, we propose and test a model that specifies how motivation and opportunity to move or stay activate differential effects in overqualifiers' job searching process. Results from two studies surveying employees in Taiwan (Study 1: N = 268; Study 2: N = 210) show that overqualifiers displayed greater intentions to leave the current job and, in turn, engaged in more external job search behaviors; this relation was strongest for those whose perceived ease of movement and proactive personality increased or person–organization (PO) fit decreased. Furthermore, overqualifiers displayed greater intentions to leave the current job and also increased their internal job search behaviors; this relation was strongest for those whose perceived ease of movement and PO fit increased. A series of supplemental analyses also lends support to our theorizing.

Purpose – This paper aims to explore the relationships between emotional intelligence (EI), conflict management styles and job performance in a Chinese cultural context. Design/methodology/approach – The present paper uses a cross-sectional research design. Paper-based questionnaires were distributed to employees working in the R & D department of a science and technology institute in Taiwan. In total, 300 questionnaires were distributed and 248 valid questionnaires were analyzed, with a return rate of 81.4 per cent. Findings – The results show that EI has a positive impact on job performance. Furthermore, agreeable conflict style positively moderated between EI and job performance, whereas active conflict style has negative moderating effect. Research limitations/implications – Due to the research design, sample and data collection method, the research results may lack representativeness. Therefore, researchers are encouraged to use a different approach in the future. Practical implications – Organizations should strengthen employees’ EI and conflict management abilities to improve job performance. Organizations can apply the results of this study in accordance with their policy on recruitment, selection and training. Originality/value – Organizations should strengthen employees’ EI and conflict management abilities to improve job performance. Organizations can apply the results of this study in accordance with their policies on recruitment, selection and training.

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