Modeling knowledge sharing among high-tech professionals in culturally diverse firms: mediating mechanisms of social capital

Tsai, Yuan-Hui; Joe, Sheng-Wuu; Lin, Chieh‐Peng; Wu, Po-Hsuan; Cheng, Yueh-Hung

doi:10.1057/s41275-017-0048-8

Cited by 13 publications

(9 citation statements)

References 70 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…A mediating path from CQ through cultural adjustment to task performance was also confirmed with managers working in banks in India (Jyoti & Kour, 2015) Relating CQ to export performance, Charoensukmongkol (2015Charoensukmongkol ( , 2016 focused on the relationship between entrepreneurs' CQ and the export performance of small and medium manufacturing firms in Thailand and showed that the quality of the relationship among entrepreneurs, their foreign customers and suppliers, and knowledge-acquisition capability fully mediates the positive effects of overall CQ on export performance. CQ has also been found to have a positive effect on knowledge sharing, mediated by knowledge-sharing willingness (Collins, Chou, Warner, & Rowley, 2017) and social capital (Tsai, Joe, W. Lin, Wu, & Cheng, 2017). Different dimensions of CQ are mediated by different dimensions of social capital: Metacognitive CQ and motivational CQ are related to knowledge sharing via the mediation of trust, shared vision, and social interaction, the effect of behavioral CQ works through trust and shared vision but not social interaction, and indirect effects of cognitive CQ are mediated only through trust.…”

Section: Indirect Effectsmentioning

confidence: 99%

“…Perceived social support and previous experience strengthened this relationship. Tsai et al (2017) Knowledge sharing Social capital CQ positively correlated with knowledge sharing through mediation of different dimensions of social capital. Metacognitive and motivational CQ were correlated with knowledge sharing via the mediation of trust, shared vision, and social interaction.…”

Section: Solomon and Steyn (2017) Leadershipmentioning

confidence: 99%

See 1 more Smart Citation

Hype or hope? A new look at the research on cultural intelligence

Fang

Schei

Selart

2018

International Journal of Intercultural Relations

107

View full text Add to dashboard Cite

Cultural intelligence (CQ), the capability by which expatriates, managers, and others involved in cross-cultural interactions function effectively in a globalized world, was introduced in 2003 and has garnered wide attention recently. In this paper, we present a detailed and up-to-date review of 142 empirical articles in the CQ research field. We first examine the concept of CQ, including its definition, structure, measurement, and validity. We then review the vast number of empirical studies that investigate the antecedents, development, direct and indirect effects, moderating effects, and aggregated effects of CQ, as well as qualitative studies. The analysis shows several issues that likely will be relevant to the research debate in the near future. These issues include investigations of (1) whether cultural intelligence is universal or culture-specific, (2) why objective measures that assess CQ are lacking, (3) to what extent a person can develop cultural intelligence, (4) to what extent there are dark sides to cultural intelligence, and (5) the role cultural intelligence plays as a predictor of individual and group performance. Addressing these questions may help us reveal the true potential of CQ in contemporary organizations and thus, affirm that the promise of CQ is more than just hype.

show abstract

Section: Indirect Effectsmentioning

confidence: 99%

Section: Solomon and Steyn (2017) Leadershipmentioning

confidence: 99%

Hype or hope? A new look at the research on cultural intelligence

Fang

Schei

Selart

2018

International Journal of Intercultural Relations

107

View full text Add to dashboard Cite

show abstract

“…Walumbwa et al (2007) argued that workers with enterprise pertinence react more positively with transformational style because workers believe in the common goal. Multinational companies are using best practices and knowledge sharing to improve enterprise pertinence and employee development (Tsai et al, 2017) Secondly, an in-depth framework was created for all the transformational behaviors, work engagement, and extra effort (Figure 2 and Figure 3).…”

Section: Literature Reviewmentioning

confidence: 99%

Transformational behaviors: Increasing work engagement in multinational environments

Valldeneu

Ferràs

Tarrats-Pons

2021

Problems and Perspectives in Management

View full text Add to dashboard Cite

The role of a leader is fundamental to increase organizational culture and facilitate employee engagement. However, organizations are not providing clear guidance on how to do it. This study aims to determine the relationship between leadership styles and employee engagement as well as to understand whether there is a correlation between an engaged employee and extra effort. The study uses a Multi-Leadership Questionnaire (MLQ-5x Rater Form) to measure employee perception of the leader styles and Utrecht Work Engagement Scale (UWES-17) to determine employee engagement. The scope of the study is limited to a sample of 167 employees from 7 different multinational companies and 31 different nationalities.Results show that all the transformational behaviors and, concretely the idealized behavior, are significantly positively related to work engagement in multinational environments. Results also reveal a strong correlation between employee engagement and extra effort. The study concludes that leaders or managers should use transformational behaviors if they want to increase engagement and extra effort with their teams. They should increase transformational behaviors like being transparent, consistent, and having a strong sense of purpose to catalyze a collective engagement. These results expand previous studies of transformational leadership and work engagement in multinational environments.

show abstract

“…Moreover, Ng et al (2009) further noted that CQ "is an essential learning capability that leaders can use to translate their international experiences into effective experiential learning in culturally diverse contexts." Tsai et al (2017) claimed that individuals with high cognitive CQ have enough knowledge about cultures and such knowledge allows them to avoid misunderstanding and to improve social interactions, which in turn positively affects KS. These authors found also that metacognitive CQ promotes KS directly and indirectly through the mediation of social interaction, shared vision and trust (Tsai et al, 2017).…”

Section: Effect Of Middle Managers' Cq On Ksmentioning

confidence: 99%

“…Tsai et al (2017) claimed that individuals with high cognitive CQ have enough knowledge about cultures and such knowledge allows them to avoid misunderstanding and to improve social interactions, which in turn positively affects KS. These authors found also that metacognitive CQ promotes KS directly and indirectly through the mediation of social interaction, shared vision and trust (Tsai et al, 2017). Thanks to motivational CQ, Tsai et al (2017) suggested that individuals enjoy intercultural relationships and are likely to have successful social interactions, which improve KS.…”

Section: Effect Of Middle Managers' Cq On Ksmentioning

confidence: 99%

Effect of middle managers’ cultural intelligence on firms’ innovation performance

Berraies

2019

View full text Add to dashboard Cite

Purpose The purpose of this paper is to examine the effect of the metacognitive, cognitive, motivational and behavioral dimensions of the middle managers’ cultural intelligence (CQ) on firms’ innovation performance in a context of cultural diversity and the mediating role of knowledge sharing in this relationship. The author deepens the analysis by exploring the moderating role of collaborative climate (CC) on the link between CQ and KS. Design/methodology/approach A survey was conducted on 186 foreign middle managers working in Tunisian firms. The data analysis was performed via the partial least square method. Findings The results revealed that middle managers’ metacognitive CQ has a positive effect on KS, which in turn enhances firms’ innovation performance. In this line, KS partially mediates the relationship between metacogntive CQ and innovation performance. Findings also indicate that CC moderates the link between three dimensions of CQ, namely metacognitive, behavioral and motivational CQs and KS. Originality/value The paper sheds lights on the contribution of middle managers’ CQ and the CC within firms to the KS and innovation performance in a context of cultural diversity. At the best of the author’s knowledge, the links among these variables had not been empirically examined, especially involving samples of middle managers. This study offers important insights for managers by providing them with tools to improve KS and firms’ innovation.

show abstract

Modeling knowledge sharing among high-tech professionals in culturally diverse firms: mediating mechanisms of social capital

Cited by 13 publications

References 70 publications

Hype or hope? A new look at the research on cultural intelligence

Hype or hope? A new look at the research on cultural intelligence

Transformational behaviors: Increasing work engagement in multinational environments

Effect of middle managers’ cultural intelligence on firms’ innovation performance

Contact Info

Product

Resources

About