Abstract
Today's environment creates a growing way for organizations to perform their functions through teams and groups. Organizations want to hire individuals who can perform better in groups and frequently adjust with people from various cultures and handle intercultural communications. People need to know other cultures and interact with people from other cultures. Consequently, they need cultural intelligence. The purpose of this study is to investigate the relationship between cultural intelligence and its facets with group effectiveness in Mobarakeh Steel Company. Forty Seven teams participated in this study. According to the results, cultural intelligence and its facets (metacognition, cognition, motivation and behavior) have significant and straight relationship with group effectiveness. Also, motivation and behavior facets can predict group effectiveness. Key words: Group, group effectiveness, cultural differences, cultural intelligence.
Highlights
Unawareness about properties and orientations of own culture, sense of fear and peril in interacting with people from other cultures, inability to understand and explain behavior of people from different culture, misapprehendsion effect of culture on behavior and inability to adjust with other’s work and life increase tension and stress
The purpose of this study is to investigate the relationship between cultural intelligence and its facets with group effectiveness in Mobarakeh Steel Company
The Pearson correlation coefficients among the variables showed a significant relation between cultural intelligence and group effectiveness (P
Summary
Unawareness about properties and orientations of own culture, sense of fear and peril in interacting with people from other cultures, inability to understand and explain behavior of people from different culture, misapprehendsion effect of culture on behavior and inability to adjust with other’s work and life increase tension and stress. These factors cause incorrect performance and lost opportunities (Thomas and Inkson, 2004). These differences cause various and heterogeneous behaviors (Tousi, 1993)
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