Cultural Intelligence: Bridging the Cultural Differences in the Emerging Markets

Indian Journal of Research, Volume 5, Issue 9, September 2016

4 Pages Posted: 6 Oct 2016

See all articles by Jianguanglung Dangmei

Jianguanglung Dangmei

Indira Gandhi National Tribal University (IGNTU), Department of Business Management (DoBM)

Date Written: September 1, 2016

Abstract

In the emerging markets, cross border management has become a big challenge among the organizations. Researchers have suggested that a high IQ and emotional intelligence may not be sufficient to successfully handle the global situations, interaction and complexity tasks for an organization due to diversity in cultures. As organizations rely on the emerging markets for revenue growth and expansion, they need to familiarize with different cultures and need to communicate well with other cultures. If these cultural differences are not well managed, misunderstanding and conflict may rise in the business across the world and organizations could be at risk if management fails to deal with the cultural difference. Fortunately, researchers have recognized that cultural intelligence is a critical factor to overcome the challenges of cultural differences. The realities of contemporary organizations demonstrated that cultural intelligence has vital implications for individuals and organizations in the globalization as cultural diversities require organizations to interact with people from a variety of backgrounds. When the cultural diversity is handled properly by incorporating cultural intelligence in the organizations, it will be a competitive advantage for the organizations. Organizations operating in the cross- border business now need to incorporate cultural intelligence to overcome the challenges of cultural differences in the emerging markets.

Suggested Citation

Dangmei, Jianguanglung, Cultural Intelligence: Bridging the Cultural Differences in the Emerging Markets (September 1, 2016). Indian Journal of Research, Volume 5, Issue 9, September 2016, Available at SSRN: https://ssrn.com/abstract=2847336

Jianguanglung Dangmei (Contact Author)

Indira Gandhi National Tribal University (IGNTU), Department of Business Management (DoBM) ( email )

India

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