Effects of a Dyad's Cultural Intelligence on Global Virtual Collaboration

Li, Ye; Rau, Pei-Luen Patrick; Li, Hui; Maedche, Alexander

doi:10.1109/tpc.2016.2632842

Cited by 16 publications

(5 citation statements)

References 65 publications

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“…From the outcome perspective, Khani et al (2011) found that CQ as an individual-level construct predicts team performance at the group level. Others have studied the behaviors, effectiveness, and frequency of collaborations (Chua et al, 2012; Li et al, 2017).…”

Section: Cultural Intelligence As a Predictor Of Organizational Outcomementioning

confidence: 99%

Cultural intelligence as a predictor of organizational outcome

Lee

2023

Int'l Jnl of Cross Cultural Management

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Since its introduction less than two decades ago, cultural intelligence (CQ) has emerged as a new field of research against the backdrop of globalization to advance our understanding of the required capabilities for individuals and firms to function effectively in contexts characterized by cultural complexity. Despite its recognition as an independent factor within a multi-loci framework of intelligences influencing individual and organizational outcomes, CQ’s nature and conceptualization on the three levels of analysis currently identified are still ambiguous. Consequently, CQ’s associations with proposed outcomes are also undertheorized. Upon a review of the literature, this paper will advance three main arguments, First, aside from the original individual level, clarification is required for CQ on the team and firm levels as to whether it is a collective manifestation of individual CQ or something entirely different. Second, organizational outcomes related to CQ have not been fully imagined, particularly in the contexts of transformations of organizational structures and leadership configurations in the modern economy. Third, the current theoretical framework and future research agenda can be enriched by adding an ethical dimension and a meta-firm level of analysis.

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Section: Cultural Intelligence As a Predictor Of Organizational Outcomementioning

confidence: 99%

Cultural intelligence as a predictor of organizational outcome

Lee

2023

Int'l Jnl of Cross Cultural Management

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“…Decision-making processes (Cordes 2016;Johnson et al 2018;Oesch and Dunbar 2018;Wei et al 2017) (Task and Relationship) Conflict (Chang et al 2014;Cordes 2016;Plotnick et al 2016) Transformational Leadership (Acai et al 2018;Derven 2016;Gibbs et al 2017;Plotnick et al 2016;Al Zain et al 2018) Cultural Intelligence (Derven 2016;Gao et al 2016;Gibbs et al 2017;Li et al 2017) Decision-Making Process. Decision-making processes are the act of processing information to reach a judgment regarding a problem.…”

Section: Factor Authorsmentioning

confidence: 99%

The Effect of Cultural Intelligence, Conflict, and Transformational Leadership on Decision-Making Processes in Virtual Teams

Davidavičienė¹,

Majzoub²

2022

Social Sciences

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The rapid development of information and communication technology (ICT) has resulted in several improvements in diverse aspects of the organizational structures, including the introduction of virtual teams (VTs). Organizations rely on VTs since they bring a lot of benefits, such as the enhancement of organizational performance. However, effective VTs cannot exist without the proper implementation of decision-making processes. There is a lack of scientific research that attempts to understand the factors affecting decision-making processes in VTs. Studies in this area have only been conducted in the United States and Europe. However, such research has not been conducted in the Middle East, where specific scientific solutions are still required to improve the performance of VTs. Therefore, this study is conducted in the Middle East to gain scientific knowledge on this region’s specificity. Thus, the objective of this study is to identify the factors that affect VT decision-making processes. An online survey was used to collect data (Google forms) from companies in the IT industry in UAE, which are engaged in VTs. A literature review, survey methods, and structural equation modeling were used. The results showed that culture intelligence (CQ), transformational leadership (TL), and task conflict have a positive effect on VT decision-making processes, and relationship conflict has a negative impact on VT decision-making processes, which provides the management teams with a guideline on what to concentrate on in the measuring and enhancement of the effectiveness of VT decision making.

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“…These capabilities are essential to enhance the perceptions of trust and shared vision with culturally diverse interaction partners. Perceived trust refers to the belief that one can place confidence in the fairness, honesty, and integrity of another person (Fisher & Brown, 1988) and is considered the most critical feature of any kind of effective dyadic relationship (Nerstad et al, 2018), such as crosscultural dyads (Li et al, 2017). Without knowledge of cultural differences, individuals can easily misunderstand one another, and tensions and conflicts can arise due to these misunderstanding.…”

Section: The Receiver's Cq and The Sender's Perceptions Of Trust And ...mentioning

confidence: 99%

It takes two to tango: Knowledge transfer between expatriates and host country nationals

Hsu

Chen

Chiang

et al. 2021

Human Resource Management

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Integrating conservation of resource (COR) theory and the theory of relational organizing, we conceptualize expatriate-host country national (HCN) knowledge transfer as resource gains between the sender and receiver. Based on a sample of 107 expatriate-HCN dyads, we found that when the knowledge receiver, be it an expatriate or HCN, is high on cultural intelligence (CQ), the sender will be more likely to perceive higher levels of trust in the receiver and shared vision with the receiver. These cognitive responses to the receiver's CQ are instrumental in facilitating the receiver's knowledge acquisition. We also identified the sender's perceptions of the collaborative-based HR configuration as a contextual condition that strengthens the relationship between the knowledge receiver's CQ and the sender's perceived trust in the receiver and shared vision with the receiver.

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Effects of a Dyad's Cultural Intelligence on Global Virtual Collaboration

Cited by 16 publications

References 65 publications

Cultural intelligence as a predictor of organizational outcome

Cultural intelligence as a predictor of organizational outcome

The Effect of Cultural Intelligence, Conflict, and Transformational Leadership on Decision-Making Processes in Virtual Teams

It takes two to tango: Knowledge transfer between expatriates and host country nationals

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