Sustainable innovation in the context of organizational cultural diversity: The role of cultural intelligence and knowledge sharing

Abstract

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.

Relationship between cultural intelligence and learning organization

“…The level of cultural intelligence in employees is positively affected by innovative work behaviour, a widely practised characteristic in learning organizations (Afsar et al, 2020). Conversely, cultural intelligence also has a significant impact on sustainable innovative work behaviour of employees (Li et al, 2021). The open sharing of knowledge and diverse perspectives is the reason behind this relationship.…”

“…The cultural intelligence enhances knowledge sharing among managers working in a multicultural environment when mediated by cross-cultural adjustment (Kour et al, 2019). Knowledge sharing also acts as a mediator in enhancing the innovative behaviour through cultural intelligence of employees (Li et al, 2021; Ratasuk and Charoensukmongkol, 2020). The relationship is further explored through this paper and below sub-hypothesis is proposed:H 1a : A significant relationship exists between Cultural Intelligence and Information Sharing and Accessibility.…”

The Effect of Relational Capital on Organizational Performance in Supply Chain: The Mediating Role of Explicit and Tacit Knowledge Sharing

“…Knowledge sharing can create and maintain sustainable competitive advantages [38], and sustainable innovation in the supply chain depends on a high level of knowledge sharing between enterprises [63]. Sustainable innovation is conducive to improving organizational performance in the supply chain [64].…”

Exploring the longitudinal effects of emotional intelligence and cultural intelligence on knowledge management processes

“…With China being the largest emerging market in the Asia Pacific region (Gao, 2021 ; Zhong et al, 2021 ), the One Belt and Road Initiative is one of the largest infrastructure and investment projects, covering more than 68 countries. The Initiative has the potential to accelerate economic growth across the Asia Pacific area along with the Silk Road (Li et al, 2021a , b ; Zhang et al, 2021a ). In line with the recent shift of internationalization towards burgeoning Asia, multinational corporations (MNCs) attach importance to practices and information flows of knowledge creation, sharing and integration (Scalera et al, 2020 ; Zhao et al, 2021 ), making the management of cross-cultural knowledge a new normal (Pereira et al, 2021 ).…”

“…The success largely depends on appropriate implementation of KM processes (Oufkir & Kassou, 2019 ; Wong et al, 2015 ), referring specifically to a set of practices involving knowledge creating, capturing, storing, transferring and using, with an aim to enhance the overall learning outcomes (Barley et al, 2018 ). Given that the source of organizational knowledge are the employees (Nonaka, 1994 ), there have been studies of KM processes’ antecedents related to human characteristics (e.g., Li et al, 2021 ; Shafait et al, 2021a ; Shariq et al, 2019 ; Stoermer et al, 2021 ; Tuan, 2016 ).…”