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Cultural intelligence is believed to be an important quality /or global leaders. To understand how this quality can be developed from international experience, our study employs experiential learning theory to analyze the learning process. We hypothesize that the extent to which the length oí overseas work experience contributes to the development oí cultural intelligence varies depending on the executives' learning styles. Analyses oí data collected irom 294 international executives and graduate business students in China and Ireland indicated that the positive relationship between the length oí overseas experience and cultural intelligence is strengthened when global executives have a divergent learning style, not when they have an assimilative, convergent, or accommodaiive /earning style. "In the emerging 'global village,' 'multicultural workplace' and in 'multinational empires' where events in places we have barely heard of quickly disrupt our daily work and lives, the dizzying rate of change, and the exponential growth of knowledge all gener-We are very grateful for the insightful and constructive comments from Editor Steve Armstrong, and three anonymous reviewers, Anne Marie Francesco, Donald Bergh, and Alan Roberts, on earlier versions of this paper. Very special thanks to the comments from Alvin Huang and Christine Quinn Trank at the Academy Management Learning & Education paper development workshop organized by Editor Ben Arbaugh, at the Academy meeting in San Antonio, 2011. We appreciate the sponsorship of this research by UCD Michael Smurfit Graduate Business School, China Europe International Business School, and the Hay Group.

Although comprehensiveness is considered among the most salient and enduring strategic decision-making characteristics in organizations, its influence on firm behaviour has remained elusive. As a first step, our study builds and tests a model that specifies the influence of comprehensiveness on the firm's pursuit of corporate entrepreneurship. Our core argument is that while comprehensiveness helps decision-makers gain the knowledge needed to escape the ignorance and overcome doubt associated with this pursuit, this beneficial influence is conditional upon managerial uncertainty preferences, together with the level of dynamism in the external environment. Findings from a large sample study of CEOs from 349 SMEs provide general support for this argument and associated hypotheses. Copyright (c) Blackwell Publishing Ltd 2009.