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Purpose The purpose of this paper is to develop a nomological model of the dark side of expatriate–host country national (HCN) relationships by identifying and explaining the development and the types of expatriate–HCN disruptive relationship behaviors (DRBs), their antecedents and consequences. Design/methodology/approach The authors conducted semi-structured interviews (n=27) with both expatriates and HCNs, focusing on DRBs that they exhibit toward each other, the factors preceding them (antecedents) and the mechanisms through which they affect the relationship between expatriates and HCNs, as well as the outcomes of such behaviors. Findings The findings show that relational dysfunction emanates from multilevel differences between expatriates and HCNs, and these differences induce workplace conflicts. These conflicts increase relational (emotional, social, instrumental and opportunity) costs that render both dyadic members to evaluate their relationship and socially categorize each other negatively, thus, detaching from the relationship. This detachment then leads to disruptive relational behaviors that amplify the conflicts and detachment dynamics and worsen interpersonal and intergroup dynamics, ultimately resulting in relational breakdown. Research limitations/implications This study possesses methodological (e.g. relatively small number of interviewees) and conceptual (e.g. high degree of comprehensiveness) limitations. However, these offer implications for further research as they open a multitude of promising research avenues that could enhance the proposed model. Originality/value This is the first study the authors are aware of that focuses on discovering and explaining the nomological network of the dark side of expatriate–HCN relationships. The use of interdependence theory to understand cross-cultural relationships is novel. As such, it delivers theoretical and empirical contributions and fosters further research efforts.

Operating in international markets always remains a master challenge facing companies with global aspirations. In hospitality industry, characterized by intense cultural pluralism, new tools enabling top management to operate (more) successfully will be shown to have a crucial importance for the future. Although the concept of Cultural Intelligence has been discussed continually over the last decade, this paper will firstly refer to the layout of the CQ construct in order to explain its application possibility in the hotel industry. This application, as viewed by authors, can be described as a filtering mechanism for the top management in the strategy formulation domain including three main phases: information processing, risk diminution and cultural interaction. Set in this manner, this theory represents a new role, application area and practical methodology for the concept of Cultural Intelligence, valuable to strategy makers in the international hospitality industry.

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… to my Ana for all the patience, love and support. NevenTo God and my family for protection and guidance, unconditional love and never-ending patience.