Abstract:Cultural intelligence underpins the interaction between firms and their cultural environments as the domain of external sources that are explored and utilized for innovation through absorptive capacity. This research seeks to answer the question of if and how cultural intelligence moderates the links between innovativeness and potential and realized absorptive capacity. We test our hypotheses based on data from 215 firms operating in Poland. We demonstrate that cultural intelligence strengthens the linkage bet… Show more
“…Based on the research of Hofstede et al, Lavie et al (2012) noted that differences in organizational culture mainly reflect differences in management style and organizational response, and developed a scale to capture these differences [ 77 ]. This study applied the scale developed by Lavie et al [ 53 ]. Four questions measured differences in management styles, such as: "Organizations uses consensus seeking rather than authoritarian decision making."…”
Section: Methodsmentioning
confidence: 99%
“…Therefore, in culturally diverse organizations, employees' cross-cultural communication and management ability will impact innovation behaviors. Pandey et al (2019) studied the impact of CQ on employees' cross-cultural adaptation and work adjustment [51]; Hu et al (2017) studied the impact of CQ on innovation performance [52]; and Golgeci et al (2017) verified the mediating effect of CQ on the organization's ability to absorb innovation ability [53]. Studies on the factors that influence CQ show that CQ formation requires the learning of multicultural knowledge and cross-cultural experience and training [23].…”
Section: Cultural Intelligence and Sustainable Innovative Behaviormentioning
With the in-depth development of globalization, individuals are increasingly embedded in a culturally diverse environment. Effective communication and management ability (Cultural Intelligence) of employees in this type of diverse and heterogeneous environment impacts behavior and performance, affecting the sustainable innovation ability of organizations. Researchers have not yet fully assessed the impact of individuals’ cross-cultural management ability on sustainable innovation. Using Cultural Intelligence Theory and Trait Activation Theory, this paper discusses the influence of individual cultural intelligence on sustainable innovation behavior. The results showed that employees’ cultural intelligence positively affected their sustainable innovation behavior. Employee knowledge sharing plays an mediating role between intelligence and behavior. Differences in organizational culture have a negative moderating effect on the impact of employees’ cultural intelligence on knowledge sharing and sustainable innovation behaviors. The research results provide theoretical guidance for managing organizational cultural diversity and advancing cultural intelligence and sustainable innovation behaviors among employees.
“…Based on the research of Hofstede et al, Lavie et al (2012) noted that differences in organizational culture mainly reflect differences in management style and organizational response, and developed a scale to capture these differences [ 77 ]. This study applied the scale developed by Lavie et al [ 53 ]. Four questions measured differences in management styles, such as: "Organizations uses consensus seeking rather than authoritarian decision making."…”
Section: Methodsmentioning
confidence: 99%
“…Therefore, in culturally diverse organizations, employees' cross-cultural communication and management ability will impact innovation behaviors. Pandey et al (2019) studied the impact of CQ on employees' cross-cultural adaptation and work adjustment [51]; Hu et al (2017) studied the impact of CQ on innovation performance [52]; and Golgeci et al (2017) verified the mediating effect of CQ on the organization's ability to absorb innovation ability [53]. Studies on the factors that influence CQ show that CQ formation requires the learning of multicultural knowledge and cross-cultural experience and training [23].…”
Section: Cultural Intelligence and Sustainable Innovative Behaviormentioning
With the in-depth development of globalization, individuals are increasingly embedded in a culturally diverse environment. Effective communication and management ability (Cultural Intelligence) of employees in this type of diverse and heterogeneous environment impacts behavior and performance, affecting the sustainable innovation ability of organizations. Researchers have not yet fully assessed the impact of individuals’ cross-cultural management ability on sustainable innovation. Using Cultural Intelligence Theory and Trait Activation Theory, this paper discusses the influence of individual cultural intelligence on sustainable innovation behavior. The results showed that employees’ cultural intelligence positively affected their sustainable innovation behavior. Employee knowledge sharing plays an mediating role between intelligence and behavior. Differences in organizational culture have a negative moderating effect on the impact of employees’ cultural intelligence on knowledge sharing and sustainable innovation behaviors. The research results provide theoretical guidance for managing organizational cultural diversity and advancing cultural intelligence and sustainable innovation behaviors among employees.
“…A related but distinct element is the firm's cultural intelligence. Although cultural intelligence has primarily been conceptualised as an individual-level capability, for example, Lorenz, Ramsey, and Richey (2018), it is also posited as a meso-level construct (Gölgeci, Swiatowiec-Szczepanska, & Raczkowski, 2017) indicated by top management behaviour and practices (Sahin & Gürbüz, 2020). Although cultural intelligence overlaps with a firm's diversity and inclusivity climate, it is nonetheless distinct.…”
The integration of refugees into workplaces in their destination country remains a global concern. We meet the challenge of this problem by conceptualising a theoretical model using a liminal lens; more specifically, through the three thematic lenses of liminality as process, liminality as position and liminality as place. By addressing the research question; 'how does a liminal lens provide new insights into refugees' integration into the workplace?' we make three contributions to extant literature. First, we offer a dynamic perspective of refugees' integration into the workplace.Second, we provide a synthesis that brings together key factors at the micro, meso and macro levels that are germane to refugees' assimilation into the workplace.Finally, we contribute to human resource (HR) literature by showing a more nuanced view of the role of human resource management, specifically how an ambidextrous HR architecture can help firms explore refugees as a talent pool, while exploiting existing talents.
“…The ability to learn from partners, integrate external information and transform it into useful knowledge is known as absorptive capacity (AC - Wang and Ahmed, 2007;Wang et al, 2015). Considered one of the main elements of dynamic capabilities, AC is a crucial factor for innovative firms' success (G€ olgeci et al, 2016;Peeters et al, 2011;Xia, 2013). Moreover, organizational arrangements (such as mergers and acquisitions and alliances) seem to be effective in innovation performance only if AC is presented at the partner level, especially in industries highly dependent on these arrangements to innovate, such as pharmaceutical and biotech (Fernald et al, 2017).…”
PurposePrior research suggests that organizational alliances' contribution to innovation performance is conditional to absorptive capacity (AC). Instead of an antecedent of alliances, in this study, the authors conceptualize and evaluate AC as an outcome of alliance intensity.Design/methodology/approachThe authors tested their theoretical framework using multivariate statistical analysis on data collected from a survey applied to dedicated biotechnology firms (DBFs) from three countries: Brazil, Portugal and Spain.FindingsFirst, the results show that whereas the high alliance intensity effect is positive and stronger on RAC, it is negative and weaker on PAC. Second, the alliance intensity effect on RAC is strengthened when firms have alliances only in their home country and the top manager does not have both academic and managerial experiences.Practical implicationsThe authors’ study suggests as implications for DBFs: (1) firms should form alliances to develop AC, (2) firms should consider alliances for improving AC when top managers' expertise is not diverse, and (3) firms should consider only alliances with national partners as a differential for AC development.Originality/valueThis research contributes to the literature of dynamic capabilities, AC, alliances and innovation management by providing empirical validation for key contingencies surrounding the benefits of alliances as an antecedent of AC.
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