The contribution of cultural intelligence to the interaction involvement and performance of call center agents in cross-cultural communication

Abstract

Purpose This paper aims to investigate the contribution of cultural intelligence (CQ) to the interaction involvement and job performance of call center agents in the Philippines. Design/methodology/approach Data were collected from 213 call center agents from five business process outsourcing firms in the Philippines. Partial least squares structural equation modeling was used for data analysis. Findings CQ was found to be positively associated with the quality of interaction involvement and job performance of the call center agents. Moreover, the positive contribution of CQ to interaction involvement and job performance was significantly greater for those that had less call center work experience than those that had more work experience. Originality/value This study indicates that CQ not only matters in face-to-face communication but also is beneficial for non-personal communication, as with telephone conversation for example. In addition, this study showed new evidence –possessing high CQ tends to be more beneficial for agents that have less work experience.

Pengaruh Budaya Kerja dan Kecerdasan Emosional terhadap Kinerja Karyawan dengan Kepuasan Kerja sebagai Variabel Mediasi pada PT Matahari Department Store Tbk

“…SeIain fenomena yang terjadi di atas, daIam peneIitian-peneIitian sebeIumnya masih terdapat perbedaan hasiI peneIitian antara pengaruh kecerdasan emosionaI, budaya"kerja dan kepuasan kerja terhadap"kinerja Karyawan. PeneIitian yang diIakukan oIeh (Puyod & CharoensukmongkoI, 2019) dan (Kumari & Singh, 2018) budaya berpengaruh positif terhadap kinerja. (Desky, 2014) serta (Zukarnaen et aI., 2020) juga menguatkan bahwa"budaya dan kepuasan berpengaruh terhadap kinerja karyawan.…”

How Chinese expatriates’ cultural intelligence promotes supervisor-subordinate Guanxi with Thai Employees: The mediating effect of expatriates’ benevolence

“…For example, Van Dyne et al (2009) and Ward et al (2008) demonstrate that the correlations between metacognitive and motivational CQ and between metacognitive and behavioral CQ are far above .7. The studies conducted by Tarique and Takeuchi (2008) and Puyod and Charoensukmongkol (2019) also report significantly high correlations among all four CQ dimensions. Bücker et al (2015: 263) suggest that high correlations among CQ dimensions “might potentially cause multicollinearity issues when assessing the effects of these dimensions on performance measures.” Many scholars have consequently treated CQ as an aggregation of all four CQ dimensions instead of disaggregating them into separated facets (Imai and Gelfand, 2010; Jiang et al, 2018; Rockstuhl et al, 2011).…”

“…CQ has been found to enhance individuals’ effectiveness in various aspects, such as communicating with foreigners (Bücker et al, 2014; Chen et al, 2011; Huff et al, 2014; Puyod and Charoensukmongkol, 2019). CQ promotes the professional achievement and psychological wellbeing of people working in foreign countries (Le et al, 2018), and has also been found to be effective in predicting individuals’ cross-cultural leadership effectiveness (Hamidianpour et al, 2016; Solomon and Steyn, 2017).…”

“…This could in turn make Thai employees feel more comfortable in developing a strong interpersonal relationship with the Chinese expatriates. Several empirical studies support the role of CQ in trust-building in an organizational context, thus demonstrating that it enables employees to develop positive relationships with their foreign coworkers (Jeevan and Sumeet, 2017; Puyod and Charoensukmongkol, 2019).…”

Evolving uses of artificial intelligence in human resource management in emerging economies in the global South: some preliminary evidence

“…HRM practices of firms in GS economies have different propensities to change. Prior researchers have noted that the pressures to introduce modern HRM practices are especially felt by technology industry sectors such as call-centers (Puyod and Charoensukmongkol, 2019). This can be attributed to several factors, inter alia, job pressures, lack of promotions, working time and work-life balance.…”