The impact of organizational position level and cultural flow direction on the relationship between cultural intelligence and expatriate cross-border adaptation

Abstract

PurposeThis paper aims to examine the critical role played by cultural flow in fostering successful expatriate cross-border transitions.Design/methodology/approachThe authors develop and test a model on the interplay among cultural intelligence, organizational position level, cultural flow direction and expatriate adaptation, using a data set of 387 expatriate on cross-border transitions along the Belt & Road area.FindingsThe authors find that both organizational position level and cultural flow moderate the relationship between cultural intelligence and expatriate adaptation, whereby the relationship is contingent on the interaction of organizational position status and assignment directions between high power distance and low power distance host environments.Originality/valuePrevious research has shown that higher levels of cultural intelligence are positively related to better expatriate adaptation. However, there is a lack of research on the effect of position difference and cultural flow on such relationship. Our study is among the first to examine how the interaction between cultural flow and organizational position level influences the cultural intelligence (CI) and cultural adjustment relationship in cross-cultural transitions.

Modeling the influence of individual differences on knowledge hiding

“…In recent years, we have confirmed the crucial role of individual differences in organizations. Particularly, managers should develop appropriate management strategies and HRD programmers in complex organizational contexts based on the personal background of their employees (Zhang et al , 2021b; Zhang et al , 2020; Zhang and Oczkowski, 2016; Zhang, 2013). Among limited studies, Banagou et al (2021) confirmed the significant role of organizational climate and personalities in predicting knowledge hiding.…”

Exploring the effect of perceived overqualification on knowledge hiding: The role of psychological capital and person-organization fit

“…Knowledge sharing is the key to knowledge management (Wang and Noe, 2010 ; Lei et al, 2019 ), the main problem of current knowledge management is how to facilitate information transmission among individuals and reduce knowledge hiding (King and Marks, 2008 ; Yao et al, 2020 ). This is crucial because knowledge cannot be fully utilized, which may affect the performance of the organization (Carmeli et al, 2011 ; Zhang et al, 2021b ). Connelly et al ( 2012 ) define knowledge hiding as “individuals intentionally conceal or hide the knowledge requested by others”.…”

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

“…CI is a multidimensional structure and refers to the knowledge and cognition in the effective interaction characterized by diverse cultures (Earley & Ang, 2003 ). Only being aware of cultural values of all parties in cross-border work can individuals or corporations achieve more benign interaction and higher task performance (Ang et al, 2007 ; Presbitero, 2020 ; Zhang, 2013 ; Zhang & Oczkowski, 2016 ; Zhang et al, 2021a , b ). So far, the positive role of CI in organizational embeddedness (Stoermer et al, 2021 ), innovation behavior and performance (Berraies, 2019 ; Li et al, 2021a , b ) has been confirmed, and it has the potential to promote the success of broader cross-border tasks.…”

“…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 ).…”