The article examines the cross-cultural transferability of widely accepted cross-cultural assessment tool using research conducted in Ukraine - the Cultural Intelligence Scale (CQS), insights from the American and Ukrainian researchers who translated and adapted the instrument in Ukraine. Within the qualitative focus group study researchers look at the peculiarities of CQS perceptions by the Ukrainian audience sample and identify barriers of these perceptions, peculiarities of perceptions of citizens of Ukraine regarding cross-cultural interaction.
This study examined the factorial validity of the Slovene version of the cultural intelligence scale (CQS) in a representative sample of 1,000 Slovenian participants (49% were female). The results of confirmatory factor analysis supported the factorial validity of the Slovene CQS and the existence of a general (second-order) cultural intelligence factor. The four scales and the overall (general) CQS scale showed satisfactory internal consistency. The results of multiple-group confirmatory factor analyses supported the hypotheses of partial measurement invariance across gender, and full measurement invariance across type of settlement (urban vs. rural).
The article examines the cross-cultural transferability of a widely accepted cross-cultural assessment tool – the Cultural Intelligence Scale (CQS) – using research conducted in Slovenia and insights from the American and Slovenian researchers who translated the tool into Slovene and adapted it for use in Slovenia. In the context of a qualitative focus group based study, the researchers look at the specific characteristics of CQS perceptions within the Slovenian sample (two focus groups – one in the capital and the other in the south of the country) and identify barriers to these perceptions and the specific characteristics of the perceptions of Slovenian citizens regarding cross-cultural interaction.
BUILT TO OUTLAST: OPERATIONAL APPROACHES TO HYBRID WARFARE by MAJ Richard B. Johnson, United States Army, 100 pages. There is a healthy debate about hybrid warfare in American military journals and publications. Much of this discussion describes hybrid threats as a nascent phenomenon, citing the Israeli Defense Force's 2006 struggle against Hezbollah militants in southern Lebanon as a bellwether for future conflict. Significantly, much of this debate also focuses on an adversary's means and capabilities in hybrid war, rather than the cognitive fusing of mixed forms of warfare that hybrid threats employ. Consequently, there is a lack of discourse on operational approaches to hybrid warfare. This monograph utilizes oral history interviews and discussions with theorists and practitioners from the Israeli-Hezbollah conflict in southern Lebanon, the American experience in Vietnam, and Operation Iraqi Freedom. The author was able to develop these case studies by taking advantage of research opportunities in the United States, United Kingdom and Israel financed by the Command and General Staff College and the Joint Special Operations University. The resulting historical qualitative analysis provides a fresh inquiry of hybrid warfare through the lens of operational art. To gauge suitable operational approaches to hybrid warfare, this study develops explanatory fundamentals to counter future hybrid threats by evaluating the aforementioned conflicts. These fundamentals of an operational approach include disrupting the hybrid threat's logic in the forms of warfare it employs, rather than focusing on physical methods to counter the hybrid threat's means and capabilities. Additionally, it includes pursuing a strategic aim by arranging tactical actions within the context that led to a hybridized threat. Finally, it avoids uniform and prescriptive approaches across time and space.
The cross-cultural adaptation of quantitative research instruments represents a challenging process that requires methodological exactness. A good example is the Cultural Intelligence Scale (CQS). Even though the CQS has been used in 98 countries, there are few studies which examine the transferability of cultural intelligence concepts in former socialist countries (Barnes, Johnson, Buko, 2010). In cross-cultural research it is essential to take into consideration how other cultures interpret and view concepts and questions, since it has a direct impact on the answers of respondents and empirical findings (Bostjancic, Beljak, Johnson, 2016). This presentation will report on an empirical example of cross-cultural adaptation of research instruments, carried out by a global team from the USA and Europe. It is based on the adaptation of the Cultural Intelligence Scale (CQS), which measures the capability of a person to relate and work effectively in culturally diverse situations. The CQS contains four factors: metacognitive, cognitive, motivational and behavioral. The authors discuss their approach of adapting the cultural intelligence scale in four countries from Central and Eastern Europe, taking into consideration different cultural nuances across geographical lines: Ukraine, Republic of Moldova (two former soviet republics), Slovenia and Serbia (two former Yugoslav repubics). In each of the four countries the same methodology was applied with the intent to adjust the CQ scale and then measure cultural intelligence nation-wide in representative studies (over 1000 respondents). The authors discuss the three stages used to adapt the CQ instrument: first, using forward and back translation, second, focus groups with two different types of local populations in each country, and third, pilot studies with university students. Throughout, the results were assessed together with local experts. The statistical analyses of the adapted scale (in each country) demonstrated very high reliability and that the factor structure fits the four subscales. This research offers new insights for CQ competency application in intercultural management and leadership studies, and in social sciences for both academics and practitioners.
Most companies prepare to protect and restore physical assets when a traumatic disaster occurs, but neglect to consider the "human side" — the short term and long term effects on the survivors. The costs of ignoring are large and the benefits of developing a C.I.D. (Critical Incident Debriefing) response are clear. The company EAP (Employee Assistance Program) may be best positioned to develop and deliver this response.
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