Abstract

Today’s international corporate environments demand that employees are culturally intelligent for effective engagement in cross-cultural interactions. This study examines the moderating effect of cultural intelligence (CQ) in the relationship between individual cultural orientations and the choice of a conflict management style. A sample of 403 employees completed self-report measures of all study variables. Findings confirmed the impact of cultural orientations on conflict management styles, namely avoiding, forcing and problem-solving. Moreover, findings confirm the existence of a moderated effect of some facets of cultural intelligence on the relationship between individual’s cultural orientations and conflict management styles. The study offers novel empirical evidence for the important role that cultural intelligence has in managing conflict for increased productivity and performance in diverse international environments.