The Dark Side of Cultural Intelligence: Exploring Its Impact on Opportunism, Ethical Relativism, and Customer Relationship Performance

Lorenz, Melanie P.; Ramsey, Jase R.; Andzulis, James “Mick”; Franke, George R.

doi:10.1017/beq.2020.2

Cited by 8 publications

(7 citation statements)

References 97 publications

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“…Lastly, Buddhist-enacted leaders highlighted the need to adopt ethical relativism in their leadership (Lorenz et al, 2020;Valentine & Bateman, 2011) to judge behavior based on contextual factors rather than on moral absolutes. For instance, in this study, shareholders' expectations or requirements and even weak legal enforcement, along with institutionalized corruption, contributed to the impermanent and 'beyond control' features of an absolute standard of meaningful work that individuals experienced.…”

Section: Discussionmentioning

confidence: 99%

“…This, however, can question a leader's effort in setting an example, particularly in the context of cross-cultural management. Leaders can be criticized for using their cultural knowledge to bend moral rules (Lorenz et al, 2020).…”

Section: Discussionmentioning

confidence: 99%

“…The same applies to the contextualization of ethical values and meaning-making. This reflects how Buddhism mirrors ethical relativism (Lorenz et al, 2020;Valentine & Bateman, 2011) in judging behavior based on contextual factors rather than moral absolutes. For example, in one case it was regarded as unavoidable to be involved in bribery in the interest of the greater good of medical patients or the community.…”

Section: Ethical Relativism Rather Than Moral Absolutesmentioning

confidence: 94%

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Are Leaders Responsible for Meaningful Work? Perspectives from Buddhist-Enacted Leaders and Buddhist Ethics

Gill

2022

J Bus Ethics

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The literature on meaningful work often highlights the role of leaders in creating a sense of meaning in the work or tasks that their staff or followers carry out. However, a fundamental question arises about whether or not leaders are morally responsible for providing meaningful work when perceptions of what is meaningful may differ between leaders and followers. Drawing on Buddhist ethics and interviews with thirty-eight leaders in Vietnam who practise ‘engaged Buddhism’ in their leadership, we explore how leaders understand their roles in creating meaningfulness at work and their perceptions of how employees experience their leadership approach in this respect. On the basis of Buddhist ontology on the sense of meaningfulness, we introduce a number of leadership approaches in cultivating meaning at work that question the argument that leaders are primarily responsible for enabling or satisfying employees’ search for meaning. The study provides an alternative lens through which to examine the role of leadership from a Buddhist ethics perspective and shows how an insight from this particular tradition can enrich secular interpretations of meaningful work and leadership.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Ethical Relativism Rather Than Moral Absolutesmentioning

confidence: 94%

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Are Leaders Responsible for Meaningful Work? Perspectives from Buddhist-Enacted Leaders and Buddhist Ethics

Gill

2022

J Bus Ethics

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“…Such a finding not only has implications for leadership development and strategic deployment, but for organizational and social justice and equity in organizations’ push towards more diversity and inclusion. The possibility of negative effects of CQ has prompted researchers to consider the dark side of CQ and under what conditions CQ might prove to be toxic (Fang et al, 2018; Gelfand et al, 2015; Lorenz et al, 2020). These questions and research findings, taken together, warrant an ethical dimension of CQ in leadership research, which is not reflected in the current conceptual framework.…”

Section: Cultural Intelligence and Organizational Leadershipmentioning

confidence: 99%

Cultural intelligence as a predictor of organizational outcome

Lee

2023

Int'l Jnl of Cross Cultural Management

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Since its introduction less than two decades ago, cultural intelligence (CQ) has emerged as a new field of research against the backdrop of globalization to advance our understanding of the required capabilities for individuals and firms to function effectively in contexts characterized by cultural complexity. Despite its recognition as an independent factor within a multi-loci framework of intelligences influencing individual and organizational outcomes, CQ’s nature and conceptualization on the three levels of analysis currently identified are still ambiguous. Consequently, CQ’s associations with proposed outcomes are also undertheorized. Upon a review of the literature, this paper will advance three main arguments, First, aside from the original individual level, clarification is required for CQ on the team and firm levels as to whether it is a collective manifestation of individual CQ or something entirely different. Second, organizational outcomes related to CQ have not been fully imagined, particularly in the contexts of transformations of organizational structures and leadership configurations in the modern economy. Third, the current theoretical framework and future research agenda can be enriched by adding an ethical dimension and a meta-firm level of analysis.

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“…However, the CQ scale developed by Ang et al (2007) gets more popularity for its application flexibility to be applied to various fields of study, such as the empathy dimension (social and emotional) (Mavrou & Dewaele, 2020;Pawlicka, Kazmierczak, & Jagiello-Rusilowski, 2019), in which social and emotional closeness (being friendly) is greatly influenced by a high CQ. Recent research on CQ draws on the exploration and application of CQ in several dimensions such as sales education (Delpechitre & Baker, 2017), entrepreneurial and international performance (Şahin & Gürbüz, 2017), cultural transmission (Whiten, 2017), transnational aging culture (Sampaio, 2020), social and asocial I n P r e s s learning mechanism (Miu & Morgan, 2020), organizational health (Velarde et al, 2020), business opportunity, relativism, and customer relationship performance (Lorenz et al, 2020), and expatriate career performance (Ren, Chadee, & Presbitero, 2020). Considering what varieties CQ brings about, this present research focuses on the stake of CQ in foreign language learning.…”

Section: Introductionmentioning

confidence: 99%

Cultural Intelligence of Foreign Language Lecturers: A Measurement towards Global Competence

Devina

2021

Lingua Cultura

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This research measured the cultural quotient (CQ) of foreign language lecturers at Bina Nusantara University. Two major research strategies were applied in this research: (1) qualitative approach through the interview, and (2) quantitative approach through CQ scale measurement. Firstly, the CQ scale developed by Ang et al. was tested on ten lecturers. Modifications were made to some test items to suit the context of foreign language teaching. Through the questionnaire, the analysis shows the mean and standard deviation of the overall test at M = 5,19 and SD = 1,7. For each domain of the scale, the analysis indicates that M = 5,16 SD = 1,75 occurs for metacognitive domain, M = 4,4 and SD = 1,57 occurs for cognitive domain; M = 5,4 and SD = 1,6 occurs for motivational domain; and M = 5,5 and SD = 1,8 occurs for behavioral domain. Among ten lecturers, eight lecturers are considered to have high CQ, one lecturer to be medium CQ, and one lecturer to be low CQ. A further bivariate correlation analysis is then conducted to see the relationship between CQ lecturer’s background. The statistical data indicates no significant correlation found between CQ results and lecturer’s age (r = -0,575), time spent living abroad (r = -0,862), and time spent for teaching foreign language (r = -0,644). However, the further interview reveals that the experience of having relatives in a foreign country and living in a diverse cultural group shape lecturers’ paradigm in language teaching.

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The Dark Side of Cultural Intelligence: Exploring Its Impact on Opportunism, Ethical Relativism, and Customer Relationship Performance

Cited by 8 publications

References 97 publications

Are Leaders Responsible for Meaningful Work? Perspectives from Buddhist-Enacted Leaders and Buddhist Ethics

Are Leaders Responsible for Meaningful Work? Perspectives from Buddhist-Enacted Leaders and Buddhist Ethics

Cultural intelligence as a predictor of organizational outcome

Cultural Intelligence of Foreign Language Lecturers: A Measurement towards Global Competence

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