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Top2. Literature Review
As mentioned earlier, Earley and Ang (2003) defined CQ as a person’s capability to adapt effectively to new cultural contexts, and is based on capabilities that can be enhanced via experience, education, and training (Earley & Peterson 2004; Ng et al., 2012). CQ consists of four components: cognitive, meta-cognitive, motivational, and behavioral (Ng & Earley, 2006; Ang & Van Dyne, 2008). The cognitive component of CQ includes general knowledge about norms, practice, and culture (Earley & Ang, 2003), while meta-cognitive CQ is related to an individual’s awareness during intercultural interactions (Ng & Earley, 2006). Motivational CQ refers to capability of an individual’s drive to learn about presenting and functioning appropriately in other cultures (Ang et al., 2007; Chen et al., 2012). Finally, behavioral CQ is assigned to flexibility in demonstrating appropriate verbal and nonverbal actions during intercultural interactions (Ang et al., 2007).
Organizational culture is an important tool to categorize information and messages and specify behaviors that are acceptable through company policies, activities, and decisions. Sackman (1991) illustrated organizational culture as a tool to create organizational commitment, to provide integration throughout the organization, and to assist the organization adapt to external changes. Many models and theories exist which refer to organizational culture, and most of these theories assume that organizational culture is not measurable (Schein, 2010; Alvesson, 2012). Some researchers believe that although organizational culture is complex and multilevel, its levels are unified (O’Reilly et al. 1991).