International business-to-business (B2B) negotiations are increasingly central to global trade, strategic alliances, and cross-border partnerships. However, cultural differences in communication styles, values, norms, and decision-making processes often complicate negotiation outcomes. Cultural intelligence (CQ)—defined as an individual’s capability to function effectively in culturally diverse situations—has emerged as a critical competence for negotiators operating in international B2B contexts. This research article examines the role of cultural intelligence in international B2B negotiations by integrating perspectives from international business, cross-cultural management, and negotiation theory. The paper reviews conceptual foundations of cultural intelligence, analyzes its dimensions and mechanisms in negotiation processes, and proposes a conceptual framework linking CQ to negotiation effectiveness and relationship outcomes. Managerial implications and future research directions are discussed, emphasizing the strategic importance of culturally intelligent negotiators in global B2B relationships.
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