Reports stronger effects of courses in cross-cultural management on metacognitive and cognitive CQ (than on motivational and behavioral CQ).

Demonstrates increases in overall CQ after 4-week, on-line virtual multicultural team project, with ongoing effects 6 months after the project. Show moderating role for team trust on development of CQ for moderate to high trust.

Supports differences as well as similarities in CQ and EQ based on exploratory and confirmatory factor analyses.

Shows that metacognitive, cognitive, and motivational CQ are positively related to knowledge sharing in teams.

Demonstrates metacognitive and behavioral CQ of team members promotes shared team values in early stages of multicultural team development. Shows CQ contributes to team norming in culturally-diverse teams, but makes no difference in homogeneous teams.

Describes survey results of MBA student self-perceptions and shows relationships with prior international work experience, language skills, and obtaining a degree outside the US.

Shows improvement in cognitive CQ and behavioral CQ, based on pre- and post-training scores from a nine-day, lecture-based training course for US military and government contractors that emphasized knowledge of cultural differences between the United States and Iraq.

Shows self-efficacy is positively related to the four CQ factors in an experiential/educational learning setting.  Prior work and management experience were not related to CQ but were related to general self-efficacy.

Demonstrates prior international experience and cross-cultural training have mediated effects, via CQ, on cross-cultural adjustment.

Demonstrates similar relationships for prior intercultural contact and CQ based on self-report and observer-report measures of CQ. CQ mediates the link between prior intercultural contact and international leadership potential, but only for those with majority status and not those with…