The aim of this study is to explore the role of cultural intelligence in international business-to-business (B2B) negotiations involving culturally diverse dyads. While intercultural competencies have been widely studied, the specific contribution of cultural intelligence, viewed both as a form of intelligence and a practical competence, remains underexplored in negotiation contexts. This study addresses this gap by investigating how cultural intelligence is understood and applied by experienced negotiators in intercultural settings. A qualitative research design was adopted, involving semi-structured interviews with twenty international negotiation professionals from a range of nationalities and industries. Data were analyzed through a directed thematic content analysis, combining deductive and inductive approaches to identify recurring patterns and dimensions of cultural intelligence within negotiation practices. The findings reveal that cultural intelligence is composed of three core dimensions, metacognitive, cognitive, and behavioural, which together enhance the negotiator’s ability to adapt, communicate effectively, and build trust in culturally diverse contexts. Respondents emphasized the importance of open-mindedness, contextual knowledge, and flexible communication strategies as key components of successful negotiation outcomes. The study concludes that cultural intelligence is a critical competence for achieving effective and mutually beneficial outcomes in international negotiations. It offers practical implications for global business professionals, encouraging them to develop cultural intelligence through targeted training that fosters self-awareness, cultural understanding, and adaptive communication. By doing so, negotiators can better navigate intercultural complexities, avoid stereotyping, and contribute to more sustainable and cooperative business relationships.
Skhiri et al. (Tue,) studied this question.