Perceived self-efficacy is concerned with people's beliefs in their capabilities to produce given attainments (Bandura, 1997). One cannot be all things, which would require mastery of every realm of human life. People differ in the areas in which they cultivate their efficacy and in the levels to which they develop it even within their given pursuits. For example, a business executive may have a high sense of organizational efficacy but low parenting efficacy. Thus, the efficacy belief system is not a global trait but a differentiated set of self-beliefs linked to distinct realms of functioning. Multidomain measures reveal the patterning and degree of generality of people's sense of personal efficacy. There is no all-purpose measure of perceived self-efficacy. The " one measure fits all " approach usually has limited explanatory and predictive value because most of the items in an all-purpose test may have little or no relevance to the domain of functioning. Moreover, in an effort to serve all purposes, items in such a measure are usually cast in general terms divorced from the situational demands and circumstances. This leaves much ambiguity about exactly what is being measured or the level of task and situational demands that must be managed. Scales of perceived self-CHAPTER 14 Note that this date is incorrect. The book was published in 2006. 308 A. BANDURA efficacy must be tailored to the particular domain of functioning that is the object of interest. Although efficacy beliefs are multifaceted, social cognitive theory identifies several conditions under which they may co-vary even across distinct domains of functioning (Bandura, 1997). When different spheres of activity are governed by similar sub-skills there is some inter-domain relation in perceived efficacy. Proficient performance is partly guided by higher-order self-regulatory skills. These include generic skills for diagnosing task demands, constructing and evaluating alternative courses of action, setting proximal goals to guide one's efforts, and creating self-incentives to sustain engagement in taxing activities and to manage stress and debilitating intrusive thoughts. Generic self-management strategies developed in one realm of activity are serviceable in other activity domains with resulting co-variation in perceived efficacy among them. Co-development is still another correlative process. Even if different activity domains are not sub-served by common sub-skills, the same perceived efficacy can occur if development of competencies is socially structured so that skills in dissimilar domains are developed together. For example, students are likely to develop similarly high perceived self-efficacy …

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Guide for constructing self-efficacy scales

We enhance the theoretical precision of cultural intelligence (CQ: capability to function effectively in culturally diverse settings) by developing and testing a model that posits differential relationships between the four CQ dimensions (metacognitive, cognitive, motivational and behavioural) and three intercultural effectiveness outcomes (cultural judgment and decision making, cultural adaptation and task performance in culturally diverse settings). Before testing the model, we describe development and cross-validation (N = 1,360) of the multidimensional cultural intelligence scale (CQS) across samples, time and country. We then describe three substantive studies (N = 794) in field and educational development settings across two national contexts, the USA and Singapore. The results demonstrate a consistent pattern of relationships where metacognitive CQ and cognitive CQ predicted cultural judgment and decision making; motivational CQ and behavioural CQ predicted cultural adaptation; and metacognitive CQ and behavioural CQ predicted task performance. We discuss theoretical and practical implications of our model and findings.

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Cultural Intelligence: Its Measurement and Effects on Cultural Judgment and Decision Making, Cultural Adaptation and Task Performance

http://journals.sagepub.com/doi/pdf/10.1177/0149206307300812

Abusive Supervision in Work Organizations: Review, Synthesis, and Research Agenda:

This article reviews research on cross-cultural organizational behavior (OB). After a brief review of the history of cross-cultural OB, we review research on work motivation, or the factors that energize, direct, and sustain effort across cultures. We next consider the relationship between the individual and the organization, and review research on culture and organizational commitment, psychological contracts, justice, citizenship behavior, and person-environment fit. Thereafter, we consider how individuals manage their interdependence in organizations, and review research on culture and negotiation and disputing, teams, and leadership, followed by research on managing across borders and expatriation. The review shows that developmentally, cross-cultural research in OB is coming of age. Yet we also highlight critical challenges for future research, including moving beyond values to explain cultural differences, attending to levels of analysis issues, incorporating social and organizational contex...

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Cross-Cultural Organizational Behavior

Cross-National, Cross-Cultural Organizational Behavior Research: Advances, Gaps, and Recommendations:

In a global market where international teams, initiatives, and joint ventures are increasingly common, it is extremely important for people to integrate themselves quickly in new cultures. Current theories in management and psychology do not provide adequate frameworks to explain the successes or failures of people working and managing in foreign cultures. In this book, the authors develop the idea of cultural intelligence and examine its three essential facets.

Cultural Intelligence: Individual Interactions Across Cultures

Contents Preface Section I ' Understanding Cultural Intelligence Chapter 1: Introduction - Positioning Cultural Intelligence in the Global Economy Chapter 2: What is Cultural Intelligence & Why Does It Matter? Chapter 3: Preparing Your Mind: The Cultural Strategic Thinking Basis of CQ Chapter 4: Directing Your Energy: The Motivational Basis of CQ Chapter 5: Presenting Yourself: The Behavioral Basis of CQ Section II ' Applying CQ to Your Workplace Chapter 6: Working Effectively in the Culturally Diverse Workplace Chapter 7: Succeeding in Global Work Assignments Chapter 8: Building High Performing Global Teams Chapter 9: Leading Globally Chapter 10: Summary and Concluding Thoughts Further Readings Appendix: A Self-Assessment of Your CQ Index About the Authors

CQ: Developing Cultural Intelligence at Work

With the passage of NAFTA and GATT, the steady integration of the European Community, and the emergence of promising new markets in Eastern Europe and the Pacific Rim, businesses around the world are globalizing their operations with unprecedented speed. But as executives working in foreign countries have discovered, organizational cultures can differ dramatically from country to country, and management practices effective back home can fail miserably abroad. The Transplanted Executive provides a comprehensive resource for managers of any nationality striving to understand the diversity of workplace values and traditions--and how they can be used to maximize employee efficiency, morale, and the bottom line. Offering sensible solutions to everyday problems, this informative volume shows how employees with different cultural, religious, and ethnic backgrounds respond to specific managerial techniques. The authors demonstrate, for example, why effective incentive systems in Japan might decrease productivity in United States, and why successful efforts to create team-based cooperation in Russia could alienate rather than motivate workers in England. Each chapter focuses on a different management problem--effective communication, motivation of workers, turning groups into teams, leadership skills, and quality management production--and following each chapter are quick reference charts that neatly summarize the text. The authors also include a table which provides cultural profiles of nearly 50 countries from major business centers around the world.
 Now more than ever, multinational managers need to be in touch with the range of cultural issues that can affect their overseas operations. With The Transplanted Executive in hand, managers the world over will have a user-friendly guide to understanding and mastering the subject.

PC Earley

Papers

Cultural Intelligence: Individual Interactions Across Cultures

CQ: Developing Cultural Intelligence at Work

The transplanted executive

International and intercultural research: What's next?

Experimental international management research