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1 – 2 of 2Joe Hazzam, Stephen Wilkins and Carolyn Strong
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…
Abstract
Purpose
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.
Design/methodology/approach
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).
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Originality/value
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.
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Yuan Chen, Ziyue Yang, Bingsheng Liu, Dan Wang, Yan Xiao and Anmin Wang
This study aims to investigate the influence mechanism of expatriates' cultural intelligence (CQ) on expatriate effectiveness (task performance and premature return intention)…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
This study is useful for international construction firms to optimize the allocation of human resources.
Originality/value
This study contributes to the expatriate literature by adding empirical evidence to explain the influence mechanism of expatriates' CQ on expatriate effectiveness.
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