Assessing the Effects of Cultural Intelligence on Team Knowledge Sharing From a Socio‐Cognitive Perspective

Abstract

Drawing upon social cognitive theory, this research postulates cultural intelligence as a key driver of knowledge sharing among culturally diverse teams. An empirical testing of the proposed model, by investigating team leaders from high‐tech industries, reveals the applicability of social cognitive theory in understanding cultural intelligence, perceived team efficacy, and knowledge sharing. Specifically, the test results herein show that knowledge sharing is directly influenced by metacognitive, cognitive, and motivational cultural intelligence. At the same time, knowledge sharing is indirectly impacted by metacognitive and behavioral cultural intelligence through the mediation of perceived team efficacy. Lastly, this research provides managerial implications and limitations. © 2013 Wiley Periodicals, Inc.

Examining the Influence of the Social Cognitive Factors and Relative Autonomous Motivations on Employees’ Knowledge Sharing Behaviors

“…Kim and Lee () argue that trust among employees may enable them to freely share knowledge with one another by eliminating their concerns regarding deception, cheating, and blame, and it thus has a positive influence on employee perceptions of their own capabilities to share knowledge. In a similar vein, Chen and Lin () imply that the ability of individuals on a team to understand, anticipate, and monitor the thoughts of other team members as a result of interpersonal interactions based on interpersonal trust can help individuals build and maintain a sense of perceived efficacy of their own team to address the challenges faced in the operational environment. Additionally, in the context of online virtual communities, Lin et al.…”

Cultural intelligence, global mindset, and cross-cultural competencies: a systematic review using bibliometric methods

“…See also: Ramsey and Lorenz, 2016;Taylor et al, 2008 Group-level Outcome (1) CQ (1) Examine the relationship between CQ and team knowledge sharing (Chen and Lin, 2013) See also : Zander et al, 2012 Org-level outcome (2) GM (2) Elaborate on the need to embed a corporate GM in company-wide policies (Begley and Boyd, 2003; see conceptualisation) * Examine the relationship between top management orientations and employee commitment in MNC (Taylor et al, 2008; see individual-level outcome) * Review (2) CQ (1) CQ, CC, GM (1) A review of measurement instruments of global management competencies (CC, GM and CQ) (Bücker and Poutsma, 2010a; see conceptualisation) * A review of the leadership literature of global teams (involving GM and CQ of leaders) (Zander et al, 2012; see group-level outcome) * CQ, leadership and social interaction (1C: 7)…”

Willingness to Learn: Cultural Intelligence Effect on Perspective Taking and Multicultural Creativity

“…This article moots that, irrespective of the characteristics of their environment, individuals can develop the four dimensions of cultural intelligence to take advantage of it since their level of CQ allows them to express sympathy and expand their perspectives instead of limiting them (Chen & Lin, 2013). As it is related to openness to experience (Ang & Van Dyne, 2006), cultural intelligence strengthens empathy among individuals, hence enables them to relate ideas from different frameworks.…”