From cultural intelligence to supply chain performance

Abstract

Purpose – Cultural intelligence (CQ) has transcended its role of adaptation to local values toward narrowing the cultural gap between foreign stakeholders and local stakeholders in the supply chain. The purpose of this paper is to decipher the catalyzing role of CQ in its chain effect, through corporate social responsibility and trust, to supply chain performance and competitive intelligence (CI). Design/methodology/approach – The proof for the research model was derived from the SEM-based analysis of cross-sectional data provided by 392 respondents from MNCs in Vietnamese business landscape. Findings – Findings, from this inquiry, produce the evidence for the positive effect of all four dimensions of CQ (metacognitive, cognitive, motivational, and behavioral CQ) on ethical and legal CSR, as well as knowledge-based and identity-based trust, which leverage supply chain performance. The connectivity between supply chain performance and CI was also established. Originality/value – Supply chain literature, from this research model, has increased its breadth with the novel role of CQ and stakeholder-oriented levers such as CSR in heightening supply chain performance.

Governing Interfirm Relationships for Social Sustainability: The Relationship between Governance Mechanisms, Sustainable Collaboration, and Cultural Intelligence

“…The behavioral CQ aims to exhibit accepted verbal and nonverbal communication, that in turn has an influence on collaboration [47]. These enable the exploitation of more fine-grained complex knowledge to improve firm performance [61]. This form of adaptability is helpful for the individuals to use communication effectively which is necessary for the coordination and exchange of information to build a relationship with others and leads to fostering collaborative ties.…”

Investigating the mediating role of cultural intelligence on the relationship between relational governance and firm social performance

“…Thus, little is known about the relative importance of skills, capabilities necessary to manage sucuess and lead in sucessful management of informal relationship. Furthermore, prior empirical studies have examined the unique contribution of culturea intelligence in supply chain perforamnce (Tuan, 2016); cultural intelligence in marketing adaptations (Magnusson, Westjohn, Semenov, Randrianasolo, & Zdravkovic, 2013); cultural intelligence and leadership (Keung, 2011); cultural intelligence and collaboration in global teams (Janssens & Brett, 2006); CQ and dynamic capabilities (Moon, 2010); Cutlural intelligence and team performamce (Groves & Feyerherm, 2011); task performance (Duff, Tahbaz, & Chan, 2012); global business competencies (Creque & Gooden, 2011); off sourcing success (Ang & Inkpen, 2008); CQ and firm international ties (Charoensukmongkol, 2015); cultural intelligence and export performance (Charoensukmongkol, 2016); cultural intelligence and conflict managemnt styles (Gonçalves, Reis, Sousa, Santos, Orgambidez-Ramos, & Scott, 2016), cultural intelligence and organisational agility (Teimouri, Ardestani, & Kheiri, 2016) and in Pakistan perspective cultural intelligence has insignificant relation with managerial effectiveness (Aslam, Ilyas, Imran, & Rahman, 2016).…”

The impact of relational governance on performance improvement in export manufacturing firms

“…The dramatic change in the global business environment and frequent interaction between the stakeholders in the conduct of business is required cultural intelligence skills in the management (Tuan, 2016). According to (Van Dyne, Ang & Koh, 2008: page 17), metacognitive is an individual ability to acquire and understand other cultural knowledge during interactions with those from the different cultural background.…”