Research in management, strategy, and international business increasingly highlights the role of people competencies, and cultural values as drivers of competitive advantage. Intercultural competence (IC) at the individual level has long been recognized as crucial for preventing crises, failures, and inefficiencies, but the complexity of work nowadays calls for team competencies: an interculturally competent individual cannot be a hero anymore. Understanding the collective intelligence arising from the cultural intelligence of individual team members through their interactions would allow us to answer the question: what makes a team culturally intelligent? Two main reasons explain the shift to Collective Intercultural Competence (CIC): (1) The process of learning about intercultural issues begins in global teams through conflict, reflection, and change; (2) "Dream teams," i.e. teams with developed CIC can achieve goals that individual members could not accomplish alone, as CIC is not simply the aggregate of individual learning within an organization, but the result of the effective articulation of competences over time.
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