This study is among the first which identified a relationship between CQ and team performance in a business setting, including a moderating role of virtuality. These findings serve to demonstrate that team performance can be enhanced through intercultural trainings corresponding to different factors of CQ, which hence, serve as a possible starting point for improved international cooperation.
The trend of technological development and increasing competition within the global economy requires more profound answers to the question of why some people are more effective in intercultural environments than others. Therefore, research about cultural intelligence (CQ), defined as the ability to cope in intercultural settings, has received increasing attention for the last years. The multidimensional construct of CQ, introduced in 2003 by Earley and Ang, analyses CQ from four different angles: Metacognitive CQ focuses on the awareness of other cultures, while cognitive CQ revolves around adaptive cultural standards. Motivational CQ addresses the interest in meeting other cultures. Finally, behavioral CQ refers to the intuitive behavior of people within intercultural interactions.
To tighten the gap of knowledge within this field of research this study is aimed at elucidating the relation between the single factors of CQ and team performance, measured on three indicators. Moreover, the moderating effect of virtuality and team identification on this relation should be examined, since international teams are often characterized by a virtual communication and less cohesion. This should give further insights on how to correctly cope with the increasing local flexibility in the business environment.
Table of Content
1 Introduction
2 Theoretical background
2.1 Current state of research on intelligence
2.2 The model of cultural intelligence (CQ)
2.2.1 Metacognitive CQ.
2.2.2 Cognitive CQ.
2.2.3 Motivational CQ.
2.2.4 Behavioral CQ.
2.3 Team performance within the business context
2.3.1 Cooperation as indicator of team performance.
2.3.2 Trust as indicator of team performance.
2.3.3 Intrateam conflict as indicator of team performance.
2.4 Virtuality and team identification as moderating variables
2.4.1 Virtuality within international teams.
2.4.2 Team identification.
2.5 Cultural intelligence and team performance in multicultural teams
2.5.1 The relation between cultural intelligence and indicators of team performance.
2.5.2 The moderating role of virtuality.
2.5.3 The moderating role of team identification.
3 Methodology
3.1 Research design and data collection
3.2. Sample of the study
3.3 Operationalization of the measuring instruments
3.3.1 Expanded Cultural Intelligence Scale (E-CQS).
3.3.2 Registration of the dependent variables.
3.3.2.1 CFA four-factor solution scale.
3.3.2.2 Intragroup conflict scale.
3.3.4 Moderating variables.
3.3.4.1 Virtuality within the team.
3.3.4.2 Team Identification.
3.3.5 Controls.
3.4 Steps within the data analysis
4 Results
4.1 Results of the descriptive analysis
4.2 Results from the hypothesis testing
4.2.1 Examination of the relation between CQ and team performance.
4.2.2 Examination of the moderating role of virtuality.
4.2.3 Examination of the moderating role of team identification.
5 Discussion
5.1 Summary and discussion with reference to literature
5.2 Limitations
5.3 Theoretical implications for future research
5.4 Practical implications
5.5 Conclusion
6 References
7 Annex
7.1 Annex A: Questionnaire
7.3 Annex B: Normal distribution
7.4 Annex C: Requirements for a linear regression analysis
7.5 Annex D: Moderation analysis
Research Objectives and Themes
This thesis investigates the relationship between the four factors of cultural intelligence (CQ)—metacognitive, cognitive, motivational, and behavioral—and team performance, measured through cooperation, trust, and emotional conflict. It specifically explores how virtuality and team identification act as moderating variables in this relationship.
- Cultural intelligence (CQ) as a multidimensional construct
- Indicators of team performance: cooperation, trust, and conflict
- Moderating impact of virtual communication within international teams
- Role of team identification in group cohesion and effectiveness
- Quantitative empirical analysis of multicultural work teams
Extract from the Book
2.2.1 Metacognitive CQ.
CQ consists of mental elements, as well as motivational and behavioral aspects. One of the two cognitive factors known as metacognitive CQ focus on consciousness and awareness during intercultural interaction. It makes use of individuals´ mental capabilities, like planning, monitoring, and revising mental models to understand culturally diverse situations (Earley, & Ang, 2003, p. 12; Rockstuhl et al., 2011, p. 827). People with high metacognitive CQ have a better understanding on how their own culture influences their behavior and their interpretation of intercultural situations, actively aligning their interpretation with the intentions of others. (van Dyne et al., 2012, p. 298). Moreover, they have the ability to strategize when crossing cultures and to carefully ascertain personal thoughts and the thoughts of others—before and during interactions (Ng et al., 2009, p. 514).
According to van Dyne (2008) and Rockstuhl et al. (2011) this metacognitive factor is very important because it promotes active and critical thinking of people and habits on always changing cultural backgrounds and supports the revision of the humans’ mental map.
Summary of Chapters
1 Introduction: Introduces the relevance of cultural intelligence in modern global business and defines the study's goal to explore its impact on team performance.
2 Theoretical background: Provides a comprehensive overview of intelligence, the CQ model, team performance indicators, and the roles of virtuality and team identification.
3 Methodology: Details the quantitative research design, the sample composition, the operationalization of measuring instruments, and the statistical data analysis steps.
4 Results: Presents the findings from the descriptive analysis and the systematic testing of hypotheses concerning CQ, virtuality, and team identification.
5 Discussion: Summarizes the results, integrates them with existing literature, discusses study limitations, and proposes practical and theoretical implications for the future.
Keywords
Cultural Intelligence, CQ, Team Performance, Intercultural Teams, Virtuality, Team Identification, Cooperation, Trust, Emotional Conflict, Metacognitive CQ, Cognitive CQ, Motivational CQ, Behavioral CQ, Diversity Management, Quantitative Analysis.
Frequently Asked Questions
What is the core focus of this research?
The research examines whether and how the four dimensions of cultural intelligence (CQ) influence team performance, using indicators such as cooperation, trust, and emotional conflict in multicultural work teams.
What are the primary indicators of team performance used?
Team performance is operationalized through three key psychological indicators: the level of cooperation between members, the existence of mutual trust, and the presence of emotional conflicts.
What is the primary research objective?
The goal is to determine the relationship between specific CQ factors and team performance, while also testing if virtuality and team identification act as moderators in these relationships.
Which scientific method was applied?
The study utilized a quantitative cross-sectional design, collecting self-report data from 132 participants via an online survey, which was then analyzed using linear regression and moderation analysis.
What does the main body cover?
The main body covers the theoretical frameworks of CQ and team performance, the methodology for data collection and instrument adaptation, the descriptive results, and the detailed testing of hypotheses regarding the moderating effects.
What are the characterizing keywords of this work?
The work is characterized by terms like Cultural Intelligence, Team Performance, Virtuality, Team Identification, and cross-cultural management.
How does virtuality impact the relationship between CQ and team performance?
The study found that virtuality has a positive moderating effect on the relationship between motivational CQ and team cooperation, contrary to some traditional assumptions about virtuality degrading performance.
Did team identification significantly moderate the results?
Team identification showed mixed results, with some significant moderating effects on specific subdimensions of behavioral CQ and team outcomes, though it did not show consistent, broad moderating effects across all variables.
- Arbeit zitieren
- Aliza Dansch (Autor:in), 2019, Cultural Intelligence as Driver of Team Performance? An Empirical Investigation, München, GRIN Verlag, https://www.grin.com/document/972520
