Cultural intelligence is just another name for emotional intelligence

w-Hill. <BR>Ho, P. T.(1970) n Estimate of the Total Population of Sung-Chin China. Études Song, vol.1, pp. 33–53. <BR>Geoff, W. (2009) The Polity of Yelang and the Origin of the Name 'China'. Sino-Platonic Papers, vol. 188, pp. 6ff. <BR>Mead, R. (1998) International management: cross-cultural dimensions. London: Wiley-Blackwell <BR><BR>Introduction <BR>In a high speed developed global market, businesses now are not limited to their local market but had spread to the international level. In today's dynamic, global market is necessary for the international HR managers to identify, including adaptation of foreign cultures, skills of being the organization's future global leaders. However, there are many organizations which did not prepared to response to the changing global market trend, so that they may miss out on numerous business opportunities. That is why it is critical for organizations to begin to identify and develop their future global leaders and prepare them for global deployment in response to changing corporate needs. The ability of expatriate managers to succeed in culturally diverse environments has a significant effect on the success or failure of the organization's various international operations (Deresky, 2000). <BR>Expatriate failure <BR>Supportive Opinions <BR>Negative Attitudes <BR>Analysis <BR>Conclusion <BR>References <BR>Ashamalla, M. H., (1998) International Human Resource Management Practices: The Challenge of Expatriation, Competitiveness Review, 8 (2): 54-65. <BR>Ashamalla, M. H. and Crocitto, M., (1997). 'Easing Entry and Beyond: Preparing Expatriates and Patriates for Foreign Assignment Success', International Journal of Commerce and Management, 7 (2): 106-114. <BR>Daniels, J. D. and Insch, GS, (1998). 'Why Are Early Departure Rates From Foreign Assignments Lower Than Historically Reported?', Multinational Business Review, 6(1): 13-23. <BR>Deresky, H., (2000). International Management: Managing Across Borders and Cultures, 3rd Edition. Prentice Hall: New Jersey. <BR>Fukuda, J. K. and Chu, P., (1994), 'Wrestling with Expatriate Family Problems: Japanese Experience in East Asia', International Studies of Management and Organisation, 24 (3): 36-48. <BR>Glesne, C. and Peshkin, A., (1992). 'Ways of Knowing', Becoming Qualitative Researchers: An Introduction, Longman: New York. <BR>Gray, A., (1991). 'Foreign Assignments: Why the High Failure Rate?', Business Horizons, 34 (5): 11-13. <BR>Harzing, A. W. K., (1995). 'The Persistent Myth of High Expatriate Failure Rates', The International Journal of Human Resource Management, 6 (2): 45 7-474. <BR>Huff, J. L. (2001) Parental attachment, reverse culture shock, perceived social support, and college adjustment of missionary children. Journal of Psychology & Theology vol. 29, pp. 246-264 <BR>Mann, C. and Stewart, F, (2000). Internet Communication and Qualitative Research: A Handbook for Researching Online, Sage Publications: London. <BR>Maxwell, J. A, (1996). Qualitative Research Design: An Interactive Approach, Sage Publications: California. <BR>Mendenhall, M. E., Dunbar, E. and Oddou, G, (1987), 'Expatriate Selection, Training and Career Pathing: A Review and Critique', Human Resource Management, 26 (3): 331-345. <BR>Naumann, E. (1992). ? Conceptual Model of Expatriate Turnover', Journal of International Business Studies, 23 (3): 499-530. <BR>Naumann, E., (1993), 'Organisational Predictors of Expatriate Job Satisfaction', Journal of International Business Studies, 24 (1): 61-81. <BR>Pedersen, P. (1995) The Five Stages of Culture Shock: Critical Incidents Around the World. Contributions in psychology. London: Greenwood Press. <BR>Sappinen, J., (1993), 'Expatriate Adjustment on Foreign Assignment', European Business Review, 93 (5): 3-12. <BR><BR>