Cultural intelligence predicts intercultural negotiation effectiveness
The current research project aims to replicate Imai and Gelfand’s (2010) study examining cultural intelligence (CQ) as a predictor of intercultural negotiation effectiveness in an experimental setting. Research on culture and negotiation to date has mainly focused on comparing negotiation processes and styles within mono-cultural teams across cultural boundaries rather than examining them in intercultural settings (with negotiators from different cultures interacting with each other). There is now evidence suggesting that negotiators behave differently in intra- and intercultural negotiation settings. Furthermore, outcomes for intercultural negotiations are generally suboptimal compared to intracultural negotiations. Correlational findings by Imai and Gelfand (2010) suggested that CQ functions as a predictor of intercultural negotiation outcomes. We hypothesise that CQ, an individual’s ability to adapt and perform effectively in intercultural situations, can predict intercultural negotiation effectiveness beyond individual characteristics that have been shown to predict intracultural negotiation effectiveness (i.e., cognitive ability, emotional intelligence, and the Big 5 personality traits). We experimentally manipulated group compositions to examine the effect of CQ on intercultural negotiation. Findings support the hypothesis that cultural intelligence predicts intercultural negotiation effectiveness, while controlling for cognitive ability, emotional intelligence, and personality. Examining the importance of individual CQ dimensions, we found overall CQ to drive intercultural negotiation outcomes rather than any one particular factor. Theoretical and applications implications are discussed.