title: ÐÑÑÐ»ÐµÐ´Ð¾Ð²Ð°Ð½Ð¸Ðµ Ð²Ð·Ð°Ð¸Ð¼Ð¾ÑÐ²ÑÐ·Ð¸ ÐºÑÐ»ÑÑÑÑÐ½Ð¾Ð³Ð¾ Ð¸Ð½ÑÐµÐ»Ð»ÐµÐºÑÐ° Ð¸ ÑÑÑÐµÐºÑÐ¸Ð²Ð½Ð¾ÑÑÐ¸ Ð¼ÐµÐ¶ÐºÑÐ»ÑÑÑÑÐ½ÑÑ Ð¿ÐµÑÐµÐ³Ð¾Ð²Ð¾ÑÐ¾Ð²
title: Ð²ÑÐ¿ÑÑÐºÐ½Ð°Ñ ÐºÐ²Ð°Ð»Ð¸ÑÐ¸ÐºÐ°ÑÐ¸Ð¾Ð½Ð½Ð°Ñ ÑÐ°Ð±Ð¾ÑÐ° Ð¼Ð°Ð³Ð¸ÑÑÑÐ°
titleType: Subtitle
title: Relationship of cultural intelligence and cultural negotiation performance
Creators: name: ÐÐ»Ð°Ð²Ñ, Ð¯Ð½Ð¸Ð½Ðµ
Publisher: name: Ð¡Ð°Ð½ÐºÑ-ÐÐµÑÐµÑÐ±ÑÑÐ³ÑÐºÐ¸Ð¹ Ð¿Ð¾Ð»Ð¸ÑÐµÑÐ½Ð¸ÑÐµÑÐºÐ¸Ð¹ ÑÐ½Ð¸Ð²ÐµÑÑÐ¸ÑÐµÑ ÐÐµÑÑÐ° ÐÐµÐ»Ð¸ÐºÐ¾Ð³Ð¾
Year: 2019
Subjects: ÐºÑÐ»ÑÑÑÑÐ½Ð°Ñ Ð¾ÑÐ²ÐµÐ´Ð¾Ð¼Ð»ÐµÐ½Ð½Ð¾ÑÑÑ
Ð¿ÑÐ¾Ð²ÐµÐ´ÐµÐ½Ð¸Ðµ Ð¿ÐµÑÐµÐ³Ð¾Ð²Ð¾ÑÐ¾Ð²
Ð³Ð°ÑÐ²Ð°ÑÐ´-Ð¼ÐµÑÐ¾Ð´
Ð¿ÑÐ¸Ð½ÑÐ¸Ð¿Ð¸Ð°Ð»ÑÐ½ÑÐµ Ð¿ÐµÑÐµÐ³Ð¾Ð²Ð¾ÑÑ
ÐºÑÐ»ÑÑÑÑÐ°
ÐºÑÐ»ÑÑÑÑÐ½Ð°Ñ ÑÐ°Ð·Ð½Ð¸ÑÐ°
cultural intelligence
negotiation performance
harvard method
principled negotiation
culture
cultural distance

description: ÐÐ»Ð¾Ð±Ð°Ð»ÑÐ½Ð°Ñ ÑÐ°Ð±Ð¾ÑÐ°Ñ ÑÑÐµÐ´Ð° ÑÐ°ÑÐ°ÐºÑÐµÑÐ¸Ð·ÑÐµÑÑÑ ÐºÑÐ»ÑÑÑÑÐ½ÑÐ¼Ð¸ ÑÐ°Ð·Ð»Ð¸ÑÐ¸ÑÐ¼Ð¸ Ð¸ ÑÐµÐ¼, ÑÑÐ¾ Ð»Ð¸Ð´ÐµÑÑ Ð´Ð¾Ð»Ð¶Ð½Ñ Ð±ÑÑÑ Ð²ÑÐµ Ð±Ð¾Ð»ÑÑÐµ Ð¸ Ð±Ð¾Ð»ÑÑÐµ Ð²Ð¾Ð²Ð»ÐµÑÐµÐ½Ñ Ð² Ð¿ÑÐ¾ÑÐµÑÑÑ ÐºÑÐ»ÑÑÑÑÐ½ÑÑ Ð¿ÐµÑÐµÐ³Ð¾Ð²Ð¾ÑÐ¾Ð² Ð¸ Ð´ÐµÐ¹ÑÑÐ²Ð¾Ð²Ð°ÑÑ Ð² ÑÐ¾Ð¾ÑÐ²ÐµÑÑÑÐ²Ð¸Ð¸ Ñ ÐºÑÐ»ÑÑÑÑÐ½ÑÐ¼Ð¸ ÐºÐ¾Ð¼Ð¿ÐµÑÐµÐ½ÑÐ¸ÑÐ¼Ð¸. ÐÐ´Ð½Ð°ÐºÐ¾, Ð½Ð° Ð´Ð°Ð½Ð½ÑÐ¹ Ð¼Ð¾Ð¼ÐµÐ½Ñ, Ð¼Ð¾Ð¶Ð½Ð¾ Ð½Ð°Ð¹ÑÐ¸ Ð»Ð¸ÑÑ Ð¼Ð°Ð»ÑÑ ÑÐ°ÑÑÑ Ð¸ÑÑÐ»ÐµÐ´Ð¾Ð²Ð°Ð½Ð¸Ð¹ Ð² ÑÑÐ¾Ð¹ Ð¾Ð±Ð»Ð°ÑÑÐ¸. ÐÑÐ¾Ð¼Ðµ ÑÐ¾Ð³Ð¾, Ð¸ÑÑÐ»ÐµÐ´Ð¾Ð²Ð°Ð½Ð¸Ñ ÐºÑÐ»ÑÑÑÑÐ½Ð¾Ð³Ð¾ Ð¸Ð½ÑÐµÐ»Ð»ÐµÐºÑÐ° (CQ) Ð¸ Ð¸Ð·Ð¼ÐµÑÐµÐ½Ð¸Ñ ÑÑÑÐµÐºÑÐ¸Ð²Ð½Ð¾ÑÑÐ¸ Ð²ÐµÐ´ÐµÐ½Ð¸Ñ Ð¿ÐµÑÐµÐ³Ð¾Ð²Ð¾ÑÐ¾Ð² Ð¿ÑÐ°ÐºÑÐ¸ÑÐµÑÐºÐ¸ Ð¿Ð¾Ð»Ð½Ð¾ÑÑÑÑ Ð¾ÑÑÑÑÑÑÐ²ÑÑÑ. ÐÐ»Ñ ÑÐ¾Ð³Ð¾ ÑÑÐ¾Ð±Ñ ÑÐ°ÑÑÐ¸ÑÐ¸ÑÑ Ð±Ð°Ð·Ñ Ð¸ÑÑÐ»ÐµÐ´Ð¾Ð²Ð°Ð½Ð¸Ð¹ Ð² Ð²ÑÑÐµÑÐ¿Ð¾Ð¼ÑÐ½ÑÑÑÑ Ð¾Ð±Ð»Ð°ÑÑÑÑ, ÑÐµÐºÑÑÐµÐµ Ð¸ÑÑÐ»ÐµÐ´Ð¾Ð²Ð°Ð½Ð¸Ðµ Ð½Ð°Ð¿ÑÐ°Ð²Ð»ÐµÐ½Ð¾ Ð½Ð° Ð¸Ð·ÑÑÐµÐ½Ð¸Ðµ Ð²Ð»Ð¸ÑÐ½Ð¸Ñ Ð¾Ð±ÑÐµÐ³Ð¾ CQ Ð¸ ÐµÐ³Ð¾ Ð°ÑÐ¿ÐµÐºÑÐ¾Ð² Ð½Ð° ÑÐµÐ·ÑÐ»ÑÑÐ°ÑÐ¸Ð²Ð½Ð¾ÑÑÑ Ð¼ÐµÐ¶ÐºÑÐ»ÑÑÑÑÐ½ÑÑ Ð¿ÐµÑÐµÐ³Ð¾Ð²Ð¾ÑÐ¾Ð², ÐºÐ°Ðº ÑÐµÐ·ÑÐ»ÑÑÐ°Ñ Ð¾ÑÐ½Ð¾ÑÐµÐ½Ð¸Ð¹ ÑÑÐ¾ÑÐ¾Ð½ Ñ ÑÐ°Ð·Ð½ÑÐ¼Ð¸ ÐºÑÐ»ÑÑÑÑÐ½ÑÐ¼Ð¸ ÐºÐ¾Ð´Ð°Ð¼Ð¸. ÐÑÐ»Ð¾ Ð¿ÑÐ¾Ð²ÐµÐ´ÐµÐ½Ð¾ Ð°Ð½ÐºÐµÑÐ¸ÑÐ¾Ð²Ð°Ð½Ð¸Ðµ, Ð² ÐºÐ¾ÑÐ¾ÑÐ¾Ð¼ Ð¿ÑÐ¸Ð½ÑÐ»Ð¸ ÑÑÐ°ÑÑÐ¸Ðµ 92 ÑÐ¿ÐµÑÐ¸Ð°Ð»Ð¸ÑÑÐ° Ð¸Ð· ÐÐµÑÐ¼Ð°Ð½Ð¸Ð¸, ÐºÐ¾ÑÐ¾ÑÑÐµ ÐºÐ°Ðº Ð¼Ð¸Ð½Ð¸Ð¼ÑÐ¼ Ð¿ÑÐ¾Ð²ÐµÐ»Ð¸ Ð¿ÐµÑÐµÐ³Ð¾Ð²Ð¾ÑÑ Ð¿Ð¾ Ð¾Ð´Ð½Ð¾Ð¼Ñ Ð´ÐµÐ»Ð¾Ð²Ð¾Ð¼Ñ Ð²Ð¾Ð¿ÑÐ¾ÑÑ. ÐÑÐ¸ Ð°Ð½Ð°Ð»Ð¸Ð·Ðµ Ð±ÑÐ»Ð¸ ÑÑÑÐµÐ½Ñ Ð¿Ð¾Ð», Ð²Ð¾Ð·ÑÐ°ÑÑ, Ð¿ÑÐ¾ÑÐµÑÑÐ¸Ð¾Ð½Ð°Ð»ÑÐ½ÑÐ¹ Ð¾Ð¿ÑÑ, Ð° ÑÐ°ÐºÐ¶Ðµ Ð¼ÐµÐ¶Ð´ÑÐ½Ð°ÑÐ¾Ð´Ð½ÑÐ¹ Ð¾Ð¿ÑÑ Ð¸ Ð¾Ð¿ÑÑ Ð²ÐµÐ´ÐµÐ½Ð¸Ñ Ð¿ÐµÑÐµÐ³Ð¾Ð²Ð¾ÑÐ¾Ð². Ð Ð¸ÑÐ¾Ð³Ðµ, ÑÐµÐ·ÑÐ»ÑÑÐ°ÑÑ Ð¿Ð¾ÐºÐ°Ð·Ð°Ð»Ð¸, ÑÑÐ¾ CQ Ð¼Ð¾Ð¶ÐµÑ ÑÐ²Ð»ÑÑÑÑÑ ÑÐ°ÐºÑÐ¾ÑÐ¾Ð¼, Ð¾ÐºÐ°Ð·ÑÐ²Ð°ÑÑÐ¸Ð¼ Ð²Ð¾Ð·Ð´ÐµÐ¹ÑÑÐ²Ð¸Ðµ Ð½Ð° ÑÐµÐ·ÑÐ»ÑÑÐ°ÑÑ Ð¿ÐµÑÐµÐ³Ð¾Ð²Ð¾ÑÐ¾Ð², Ð² ÑÐ¾ Ð²ÑÐµÐ¼Ñ ÐºÐ°Ðº ÐºÑÐ»ÑÑÑÑÐ½Ð°Ñ ÑÐ°Ð·Ð½Ð¸ÑÐ° Ð½Ðµ Ð¸Ð¼ÐµÐµÑ Ð¾ÑÐ¾Ð±Ð¾Ð³Ð¾ Ð·Ð½Ð°ÑÐµÐ½Ð¸Ñ. ÐÐ¾Ð»ÐµÐµ ÑÐ¾Ð³Ð¾, ÑÐ°ÑÐ¸Ð¾Ð½Ð°Ð»Ð¸Ð·Ð¼ Ð¿ÐµÑÐµÐ³Ð¾Ð²Ð¾ÑÑÐ¸ÐºÐ° Ð¸ ÑÐ¿Ð¾ÑÐ¾Ð±Ð½Ð¾ÑÑÑ ÑÐ°ÑÐ¿Ð¾Ð·Ð½Ð°Ð²Ð°ÑÑ ÑÐ²Ð¾Ð¸ Ð¸Ð½ÑÐµÑÐµÑÑ Ð¸ Ð¸Ð½ÑÐµÑÐµÑÑ Ð¾Ð¿Ð¿Ð¾Ð½ÐµÐ½ÑÐ¾Ð² Ð² ÑÐµÐ»Ð¾Ð¼ Ð²Ð¾ Ð¼Ð½Ð¾Ð³Ð¾Ð¼ Ð·Ð°Ð²Ð¸ÑÐ¸Ñ Ð¾Ñ Ð¼ÐµÑÐ°ÐºÐ¾Ð³Ð½Ð¸ÑÐ¸Ð²Ð½Ð¾Ð³Ð¾ Ð°ÑÐ¿ÐµÐºÑÐ° CQ, Ð° ÑÐ°ÐºÐ¶Ðµ Ð½Ð°Ð²ÑÐº Ð½Ð°ÑÐ¾Ð´Ð¸ÑÑ Ð¾Ð±ÑÐ¸Ðµ ÑÐ¾ÑÐºÐ¸ ÑÐ¾Ð³Ð»Ð°ÑÐ¸Ñ Ð¿ÑÐµÐ¸Ð¼ÑÑÐµÑÑÐ²ÐµÐ½Ð½Ð¾ ÑÐµÐ³ÑÐ»Ð¸ÑÑÐµÑÑÑ Ð¼Ð¾ÑÐ¸Ð²Ð°ÑÐ¸Ð¾Ð½Ð½ÑÐ¼ Ð¿Ð¾ÐºÐ°Ð·Ð°ÑÐµÐ»ÐµÐ¼ CQ. Ð¢Ð°ÐºÐ¸Ð¼ Ð¾Ð±ÑÐ°Ð·Ð¾Ð¼, Ð¸ÑÑÐ»ÐµÐ´Ð¾Ð²Ð°Ð½Ð¸Ðµ Ð¿Ð¾ÐºÐ°Ð·Ð°Ð»Ð¾, ÑÑÐ¾ Ð²Ð°Ð¶Ð½Ð¾ Ð¿Ð¾Ð²ÑÑÐ°ÑÑ Ð¼ÐµÐ¶ÐºÑÐ»ÑÑÑÑÐ½ÑÑ Ð¼Ð¾ÑÐ¸Ð²Ð°ÑÐ¸Ñ Ð¿ÑÑÐµÐ¼ Ð¿Ð¾Ð²ÑÑÐµÐ½Ð¸Ñ ÑÐ¾Ð±ÑÑÐ²ÐµÐ½Ð½Ð¾Ð¹ ÑÑÑÐµÐºÑÐ¸Ð²Ð½Ð¾ÑÑÐ¸ Ð¸ ÑÐµÑÐµÐ· Ð¿ÑÐ°ÐºÑÐ¸ÐºÑ Ð²ÑÐ¿Ð¾Ð»Ð½ÐµÐ½Ð¸Ñ ÑÐ°Ð·Ð²Ð¸Ð²Ð°ÑÑÐ¸Ñ Ð·Ð°Ð´Ð°Ð½Ð¸Ð¹ Ð½Ð° ÑÐµÐ¼Ð¸Ð½Ð°ÑÐ°Ñ Ð¿Ð¾ Ð¼ÐµÐ¶ÐºÑÐ»ÑÑÑÑÐ½Ð¾Ð¼Ñ Ð¼ÐµÐ½ÐµÐ´Ð¶Ð¼ÐµÐ½ÑÑ, ÐºÑÐ¾Ð¼Ðµ ÑÐ¾Ð³Ð¾, Ð¿ÑÐ¸Ð¼ÐµÐ½ÑÑÑ ÐºÐ¾Ð³Ð½Ð¸ÑÐ¸Ð²Ð½ÑÐµ Ð·Ð½Ð°Ð½Ð¸Ñ, Ð¿Ð¾Ð»ÑÑÐµÐ½Ð½ÑÐµ Ð² Ð´ÑÑÐ³Ð¸Ñ ÑÐ¸ÑÑÐ°ÑÐ¸ÑÑ. Ð Ð´Ð°Ð»ÑÐ½ÐµÐ¹ÑÐ¸Ñ Ð¸ÑÑÐ»ÐµÐ´Ð¾Ð²Ð°Ð½Ð¸ÑÑ Ð½ÐµÐ¾Ð±ÑÐ¾Ð´Ð¸Ð¼Ð¾ Ð±ÑÐ´ÐµÑ Ð¸Ð·ÑÑÐ¸ÑÑ Ð·Ð°ÑÑÐ±ÐµÐ¶Ð½ÑÐµ Ð¸ÑÑÐ¾ÑÐ½Ð¸ÐºÐ¸, Ð° ÑÐ°ÐºÐ¶Ðµ Ð¸ÑÑÐ»ÐµÐ´Ð¾Ð²Ð°ÑÑ Ð²Ð·Ð°Ð¸Ð¼Ð¾ÑÐ²ÑÐ·Ñ ÐºÑÐ»ÑÑÑÑÐ½Ð¾Ð¹ ÑÐ°Ð·Ð½Ð¸ÑÑ Ð¸ ÑÑÑÐµÐºÑÐ¸Ð²Ð½Ð¾ÑÑÐ¸ Ð¿ÐµÑÐµÐ³Ð¾Ð²Ð¾ÑÐ¾Ð².
description: The global working environment is characterized by cultural diversity and leaders have to engage more and more in cultural negotiations and act culturally competent. Still, there exists very little practical research on the cultural antecedents of global negotiations. Also, facet-level investigations of cultural intelligence (CQ) and negotiation performance are highly absent. To address these limitations and expand the research on CQ, cultural distance and practical negotiation performance, this research examines the impact of overall CQ and its facets on cultural negotiation performance and its facets, moderated by cultural distance as the relationship might be stronger for negotiation opponents whose cultures differ largely from each other. Using self-report questionnaires, 92 German professionals, who have negotiated on at least one business matter, participated in the study. Controlling for gender, age, professional experiences as well as international and negotiation experiences, the results demonstrate that CQ predicts negotiation performance while cultural distance does not moderate the relationship significantly. The rationality of the negotiator in common with his understanding of his own and his opponentsâ interests are mainly predicted by the metacognitive CQ facet, while the ability of generating options of agreement and regarding objective principles is significantly predicted by the motivational CQ facet. Hence, it is of importance to increase cultural motivation by improving self-efficacy and perform simulation tasks in cultural management workshops to apply gained cognitive knowledge in other contexts. Future studies need to examine non-German and larger samples as well as explore the relationships of cultural distance and negotiation performance further.