Background Although knowledge sharing among members of knowledge-intensive teams can enhance an organisation’s competitive advantage, individuals are often reluctant to share their knowledge. ...Inadequate cultural intelligence could explain this reluctance in knowledge sharing. Empirical research on cultural intelligence and knowledge sharing in a culturally diverse team context is scant, and existing research is rather outdated. Accordingly, the purpose of this study was to investigate the influence of cultural intelligence on the intra-team knowledge-sharing behaviour of individual members of knowledge-intensive teams in South African organisations.Objective This study aimed to address the gap in the knowledge-sharing literature concerning the relationship between cultural intelligence and intra-team knowledge-sharing behaviour, especially in a culturally diverse context such as South Africa. Understanding and successfully managing cultural intelligence in diverse knowledge-intensive teams can increase intra-team knowledge-sharing behaviour and, subsequently, an organisation’s overall competitive advantage.Method Positivism, which is associated with quantitative research, and a deductive approach were adopted to empirically test the relationship between intra-team knowledge-sharing behaviour and cultural intelligence. The data were collected through an online survey from 384 respondents who participated in knowledge-intensive teams in South African organisations. Structural equation modelling was conducted to assess the relationship between the variables.Results The results of the study revealed that cultural intelligence is significantly and positively related to intra-team knowledge-sharing behaviour.Conclusion Team leaders can enhance cultural intelligence and, subsequently, intra-team knowledge-sharing behaviour and an organisation’s competitive advantage through practical recommendations proposed by this study.
This study aims to examine the profile of cultural intelligence of junior high school students in Sumbawa district. The sample in this study amounted to 450 junior high school students in Sumbawa-NTB ...district. Descriptive statistics were used to determine the level of cultural intelligence of the students in this study. The level of cultural intelligence of students is reflected in the percentage of respondents' answers to each indicator of cultural intelligence. The research instrument used a questionnaire. Test the validity and reliability of the questionnaire using IMB SPSS 26 statistics. Meanwhile, data analysis to determine the level of cultural intelligence of students was analyzed manually using the percentage formula. The results showed that from the 20 questionnaire items there were 17 items that were declared valid with a reliability level of 0.86. Furthermore, the level of cultural intelligence of students on the metacognitive indicator obtained a score of 75.63%, on the cognitive indicator a score of 57.96%, on the motivation indicator a score of 64.80%, on the behavioral indicator a score of 66.83%, and the total average score of 66.31 %. Thus, it is hoped that teachers and school principals can use the cultural intelligence of students as a reference in designing and implementing the learning process in the classroom.
Today's international corporate environments demand that employees are culturally intelligent for effective engagement in cross-cultural interactions. This study examines the moderating effect of ...cultural intelligence (CQ) in the relationship between individual cultural orientations and the choice of a conflict management style. A sample of 403 employees completed self-report measures of all study variables. Findings confirmed the impact of cultural orientations on conflict management styles, namely avoiding, forcing and problem-solving. Moreover, findings confirm the existence of a moderated effect of some facets of cultural intelligence on the relationship between individual's cultural orientations and conflict management styles. The study offers novel empirical evidence for the important role that cultural intelligence has in managing conflict for increased productivity and performance in diverse international environments.
In recent years, cultural intelligence (CQ, or the ability that an expatriate has to adapt across cultures), cultural effectiveness (the ability to interact and communicate with host nationals), and ...cultural adjustment are regarded as three of the most important factors for expatriate performance. However, the interrelationships between these variables have largely been ignored. Moreover, the role of previous international experiences on the above interrelationships has also not been determined. This study focuses on how CQ and expatriates' experience affects cultural adjustment, cultural effectiveness, and expatriates' performance. The results reveal that the positive effect of CQ needs to be mediated by cultural adjustment and cultural effectiveness before affecting expatriate performance. Furthermore, expatriates' prior international working and travel experiences moderate the effects of CQ on cultural adjustment and cultural effectiveness.
Global virtual teams (GVTs), electronically connected workgroups of geographically dispersed team members in multinational settings, may suffer from less social integration. However, they may also ...benefit from an increased ability to process information due to a richer portfolio of ideas and problem-solving approaches that the team’s diversity provides. We propose that the cultural intelligence (CQ) of team members contributes positively to social integration in GVTs and improves performance. Using data from 263 GVTs, we utilized both structural equation modeling and necessary condition analyses to explore the associations between motivational CQ and a team’s social integration and performance. The results identified the must-have (bottlenecks) and should-have (drivers) levels of motivational CQ among team members in GVTs. We contribute to the CQ and GVT literature by linking variation in the team’s CQ levels (team average, lowest, highest, and leader CQ) to its social integration and performance.
This study analyzes the role of the Cultural Intelligence (CQ) of expatriate managers in the processes of Conventional (CKT) and Reverse Knowledge Transfer (RKT) in Multinational Companies (MNCs). ...The Partial Least Squares-Structural Equation Modeling (PLS-SEM) technique was adopted to analyze the data from a survey of 103 senior expatriate managers working in Croatia. The study reveals how CQ, in all of its four dimensions (metacognitive, cognitive, behavioral, and motivational), acts as a knowledge de-codification and codification filter, assisting managers in the Knowledge Transfer process. The study also reveals how previous international experience does not moderate the positive effect of CQ on both CKT and RKT, offering important theoretical and practical insights to support MNCs in the KT process.
This study examined the factorial validity of the Slovene version of the cultural intelligence scale (CQS) in a representative sample of 1,000 Slovenian participants (49% were female). The results of ...confirmatory factor analysis supported the factorial validity of the Slovene CQS and the existence of a general (second-order) cultural intelligence factor. The four scales and the overall (general) CQS scale showed satisfactory internal consistency. The results of multiple-group confirmatory factor analyses supported the hypotheses of partial measurement invariance across gender, and full measurement invariance across type of settlement (urban vs. rural).
International opportunity recognition has become increasingly important in both the international business and international entrepreneurship fields. While previous international entrepreneurship ...research has suggested a wide variety of innovation-inducing factors, it has neglected the role of cross-cultural competences and the expatriate as a potential actor. Building on the experiential learning theory and a model of opportunity recognition, we argue how and why metacognitive and cognitive cultural intelligence are important cross-cultural competences that stimulate and enable expatriates to discover international opportunities and be innovative. We use a mixed method approach to analyze differences in the innovativeness of expatriates.
Culturally diverse colleagues can be valuable sources for stimulating creativity at work, yet only if they decide to share their knowledge. Drawing on the social exchange theory, we propose that ...cross-cultural interactions among individuals from different national backgrounds can act as a salient contingency in the relationship between knowledge hiding and creativity (individual and team). We further suggest, based on the social categorization theory (e.g., the categorization process of "us" against "them" based on national differences), that cultural intelligence enhances the likelihood of high-quality social exchanges between culturally diverse individuals and, therefore, remedies the otherwise negative relationship between individual knowledge hiding and individual creativity. Two studies using field and experimental data offer consistent support for this argument. First, a field study of 621 employees nested among 70 teams revealed that individual knowledge hiding is negatively related to individual creativity and that cultural intelligence moderates the relationship between knowledge hiding and creativity at an individual level. A quasi-experimental study of 104 international students nested in 24 teams replicated and extended these findings by implying that individual knowledge hiding is also negatively related to team creativity. We discuss the implications for practice and future research.
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