Search results

The purpose of this paper is to examine the implementation of IT portfolio management (IT PoM) and develop a framework guided by adaptive structuration theory to describe the key structures, features, and appropriation steps needed to effectively manage IT investments and assets.

Using a longitudinal case study approach, data were collected over an eight-month period from a US Fortune 500 company during its IT PoM implementation effort.

The case analysis highlights three major IT PoM features appropriated by the organization: creating the portfolio; assessing and analyzing the portfolio characteristics based on risk, benefits, alignment, criticality, and cost; and balancing decisions to start projects or terminate under-performing IT assets such as servers and applications. The spirit of IT PoM was interpreted differently by different stakeholders (data providers, business units, and IT PoM team) leading to resistance to implementation. The case data underscores the importance of establishing a governance steering committee and new internal structures to help push the balancing decisions across the organization.

The results are useful in developing guidelines and strategies to achieve successful implementation of IT PoM and to highlight critical factors that practitioners need to pay close attention to during an IT PoM implementation.

This study represents one of the first attempts to describe a detailed IT PoM implementation process and how IT PoM appropriation process can lead to improved decision making within the organization.

The study examines the role of social media technologies (SMTs) as a driver of organization cultural intelligence (OCI) and new product development (NPD) capabilities, and how the complementary effects of these capabilities contribute to multinational corporations (MNCs)’ performance. Further, the study investigates the capability–performance relationship under conditions of high and low market and technological turbulence.

A quantitative survey method was implemented, with the data provided by senior marketing managers employed in MNC regional offices. The proposed model was tested using structural equation modeling and multi-group moderation analysis, and fuzzy-set qualitative comparative analysis (fsQCA).

The results indicate that SMTs support the development of OCI and NPD capabilities, which in turn contribute to MNC regional performance. A high level of technological turbulence only weakens the relationship between OCI and performance.

The results suggest that OCI contributes to MNCs’ performance, by deploying social media information and complementing the organization’s NPD capability under a specific environmental context.

The paper offers practical recommendations to MNCs on social media use when developing and launching new products in different regional markets. MNCs need to recruit culturally intelligent managers, who consider the level of market and technological turbulence when combining several types of capabilities.

Within the dynamic marketing capabilities literature, this is the first study to incorporate and reliably measure cultural intelligence capability. The research offers empirical evidence that OCI and NPD capabilities are necessary to achieve superior MNC performance and depend on the level of market and technological turbulence.

This study aims to examine the significance of transformational leadership and social support for expatriate adjustment and performance. This study also extends relevant literature on expatriate management to examine the relationships among transformational leadership, social support, expatriate adjustment, and expatriate performance through a mechanism taking into account the moderating roles of cultural intelligence and socialization experience.

The sample was collected from 156 expatriate managers of Taiwanese multinational company (MNC) subsidiaries operating in China. Structural equation modeling (SEM) in AMOS 21 and hierarchical regression in SPSS 19 were used to test eight research hypotheses.

The SEM results indicated that transformational leadership and social support make significant contributions to expatriate adjustment and performance. The moderating roles of socialization experience and cultural intelligence were also confirmed in this study.

This study extends a theoretical model of transformational leadership and social support to examine expatriate adjustment and performance based on social learning and social exchange theories. Using a specific Chinese context, the current paper highlights the value and necessity of cross‐cultural adjustment for successful expatriation.

Because of the rapidly changing environment and fleeting market opportunities, employee's innovative work behavior is increasingly assuming a pivotal role in enhancing organizational effectiveness and competitive advantage. The success of organizations is largely depended on their employees' ability to innovate. The role of cultural intelligence to enhance innovative work behavior is yet to be explored in the innovation research. The purpose of this study is to examine how cultural intelligence enhances employees' innovative work behavior through work engagement and interpersonal trust.

The study is a cross-sectional design which utilizes data from 381 participants from multinational corporations in Saudi Arabia.

The results indicate that cultural intelligence can significantly affect employee's innovative work behavior. It further reveals that both work engagement and interpersonal trust partially mediate the effect of cultural intelligence on innovative work behavior.

This study adds to the literature on intelligence by examining an underexplored type of intelligence (i.e. cultural intelligence) in relation to employee's innovative work behavior. It reveals work engagement and interpersonal trust as the psychological mechanisms that can link cultural intelligence to innovative work behaviors.

This study aims to investigate the influence mechanism of expatriates' cultural intelligence (CQ) on expatriate effectiveness (task performance and premature return intention), identifying work engagement as a mediator and cultural distance as a boundary condition.

Drawing on the conservation of resource theory and the person–environment fit (P–E fit) theory, a moderated mediation model is built. Working with a sample of 303 international construction expatriates collected by snowball sampling, the hypotheses are tested by using the structural equation model analysis.

Work engagement partially mediates the relationship between expatriates' CQ and task performance, as well as fully mediates the relationship between expatriates' CQ and premature return intention. Cultural distance moderates the positive relationship between CQ and work engagement, as well as moderates the mediating effects of work engagement.

The impacts of potential moderators (e.g. work–family conflict and organizational culture) on the relationship between CQ and expatriate effectiveness have not been considered in this study.

This study is useful for international construction firms to optimize the allocation of human resources.

This study contributes to the expatriate literature by adding empirical evidence to explain the influence mechanism of expatriates' CQ on expatriate effectiveness.

This study analyzes the impact of purpose-oriented leadership and leader cultural intelligence on engagement and burnout among expatriates undertaking long-term corporate assignments, grounded on social psychology frameworks on interpersonal bias.

A survey was conducted with corporate expatriates from 21 different nationalities, who work for large multinational companies and were on assignment in 23 distinct countries – including Brazil, China, Japan and the UK Partial Least Squares Structural Equation Modeling was used to evaluate the proposed hypotheses.

Results indicate that leader cultural intelligence is associated with lower burnout and higher engagement among expatriates, and that purpose-oriented leadership is associated with higher expatriate engagement but not with lower burnout.

This research contributes to the field by highlighting specific leader attributes that can foster successful expatriation: cultural intelligence and purpose-oriented leadership. The study adds to knowledge on leader–follower relationships amid national and cultural diversity by pointing to actionable leader qualities that can foster expatriate engagement and prevent his/her burnout.

The purpose of this study is to look at numerous mediating factors that influence innovative work behavior through cultural intelligence (CQ). The author specifically examines affective commitment, interpersonal trust and psychological well-being as three mediating pathways through which CQ predicts innovative work behavior (IWB).

Data was collected from 355 employees working in the health-care sector of India through convenience sampling.

Affective commitment, interpersonal trust and psychological well-being mediated the relationship between CQ and innovative work behavior. In addition, CQ positively relates to affective commitment (AC), interpersonal trust and psychological well-being and IWB.

Managers and human resource (HR) professionals can potentially stimulate employee innovation by developing cultural awareness programs for their employees. An organization must seek to provide a sense of attachment, a trustworthy environment and a favorable perception of psychological well-being to its employees. This could stimulate innovation in the health-care sector.

Although understanding the mechanism or processes by which CQ supports IWB is critical, research in this area is limited. This study theorizes and empirically examines affective commitment, interpersonal trust and psychological well-being as novel mechanisms through which CQ promotes innovative behavior in health-care organizations. Furthermore, the author presume that the intervening mediators guide the direction of social exchange.

As globalization expands opportunities for foreign investments, the role of expatriates is becoming important for business success in host countries. Cross-cultural adjustment (CCA) of expatriates is considered significant in determining business success in host countries. This study investigated the issue among Japanese expatriates in Malaysia. The purposes of this study were to unravel the influence of emotional intelligence (EI) on CCA and clarify the facilitating role of cultural intelligence (CI) on the relationship between EI and CCA.

A survey was administered to 107 Japanese parent country nationals (PCNs) working at Japanese subsidiaries in Malaysia.

The findings show that EI positively influences the subdimensions of CCA, namely, CCA–general, CCA–social and CCA–work. A notable finding is that CI facilitates the positive effect of EI on CCA–social.

The findings advance the existing studies on expatriate management by delving into the CCA issue with two culturally distinctive countries that have rarely been studied in this research domain, Japan and Malaysia. This study further contributes to prior studies by clarifying a boundary condition in which EI functions better in enhancing expatriates' CCA.

The findings provide Japanese multinational corporations (MNCs) valuable directions and strategic ideas in the realm of expatriate management. Such insights can contribute to business success in host countries.

Diverting from the conventional West–East approach in expatriate management studies, this study took an East–East orientation and explored the relationships among EI, CI and CCA. By proving that CI stimulates the positive effect of EI on CCA, this study underlines the significantly interactive effects of two distinctive individual capabilities on enhancing expatriates' CCA. It further highlights that CI should take on importance in attempts to understand CCA, even in seemingly culturally similar East–East nations.

This paper aims to propose a review of the current open innovation paradigm to include the effects of culture in the internationalized working environment.

Focusing on interpersonal skills, the authors aim to show the current open innovation framework should be extended to include a cross-cultural lens.

In addition, cultural intelligence is a necessary core competency that can “shine a light” on the various ambiguities and uncertainties encountered in the Chinese business terrain.

Cultural intelligence will enhance open innovation alliance effectiveness.

Schools in UAE are multicultural in nature. In this context, cultural intelligence (CQ) is a tool, which can increase an individual’s ability to interact with people outside his/her culture. The purpose of this paper is to explore the perceptions of the school leaders regarding the key influences of cultural intelligence on their ability to adapt their leadership style in the Abu Dhabi Education Sector.

An extensive review of the literature was carried out to acknowledge the cultural intelligence and leadership style adaptability concepts. This research has adopted a qualitative method of inquiry. Data for the study have been collected from three focus groups with 14 schools leaders in the Emirate of Abu Dhabi.

This pilot study reveals that cultural intelligence has some influence on the school leaders’ ability to adapt their leadership style within a diverse work environment. This influence is complex in nature and multiple factors have been identified.

The main limitations of this study are associated with the small sample size. Regarding the implications, while this study was conducted in a UAE cultural context, it can be extended to other Gulf countries. Future research should prompt educational leaders, administrators, students, and research academics to further consider the impact of cultural intelligence on leadership style.

This study contributes towards cultural intelligence literature. Schools should provide cultural training to managers before appointing them to leadership positions, which helps in understanding the culture which they are going to operate in, and effectively manage their drives, workforce, students, and the community.

The paper highlights six core factors that influence the ability of school leaders to adapt their leadership style in culturally diverse environments. These preliminary factors need to be examined further to validate the dimensions of leadership adaptability in various contexts.