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Cross-organizational cultural intelligence (COCI) is conceptualized as an ability of individuals to interact effectively with persons from different organizational cultures. To deal with culture differences in cross-organizational context, organizations need to select employees with high COCI. This study aims to develop an instrument to measure employees’ COCI in a cross-organizational context.

The present study was conducted in three steps to develop a scale to measure COCI. First, 39 statements were identified based on a series of interviews. Then, via a survey of 275 part-time MBA students, 18 statements were categorized into four dimensions, namely, cognition, motivation, collaborative communication and behavioral adaptability. Finally, convergent, discriminant, predictive and incremental validity of the scale were tested.

This study extends the cultural intelligence to the cross-organizational context. The COCI concept provides theoretical support for cultural intelligence research in the cross-organizational context. Therefore, the present study broadens the research field of cultural intelligence. A four-dimensional scale was developed to measure COCI, which includes cognition, motivation, collaborative communication and behavioral adaptability. High COCI can enhance employee’s performance in a cross-organizational context.

This study still has several limitations. First, the self-report questionnaire indicated that the relationship between COCI and other constructs may be stronger because of single-source, self-reported data collection. Second, the new scale was developed in China. Although some respondents came from foreign companies, most surveyed employees belonged to Chinese enterprises. Based on the current results, COCI scale exhibits promise as a measurable criterion, but it requires more refinement and validation. Additional work in this area can explore factors that can influence or improve individual COCI. A theoretical network of COCI that includes predictors, consequences, mediators and moderators by theoretical research can be established.

The COCI scale can be used in organizational management. Also, the COCI scale can help organizations understand the meanings of the employees’ COCI and select employees with high COCI during the recruitment. It makes managers easier to choose qualified candidates for inter-organizational projects. Beyond that, organizations can develop employees’ COCI according to the proposed four dimensions.

The development of the valid COCI scale will facilitate future research on boundary spanning. The COCI scale can measure individual cultural intelligence in a cross-organizational context. The present study has verified that COCI is different from emotional intelligence and provided a new perspective to explore the importance of individual ability in boundary-spanning activities. The instrumental support can help researchers effectively understand COCI and explore its potentials in boundary-spanning activities.

The current world of knowledge has a demand for intellectual capital to position or prosper any business. Organizations are constantly looking for developing a pool of talent to gain a competitive advantage. The purpose of this study is to find out the contribution of knowledge sharing that enhances the performance of the employees. This study also exhibits a model for measuring the performance of the employee.

This study is based on the primary and secondary sources of data. This paper has collected 354 samples from the different information technology (IT) firms located in India. The data were analyzed through statistical package for the social sciences-23 and analysis of moment structures. Path analysis has been conducted to examine the independent and mediating effects on the dependent factor.

This study confirms the conceptual model with the data. The key contributors are organizational intelligence (OI), organizational learning and knowledge sharing and organizational culture. The performance of the employee is primarily based on organizational learning. OI, knowledge sharing and organizational culture are the major factors that create an environment for organizational learning.

The findings suggest that organizational learning stimulates the effect of knowledge management practices on employee performance. Apart from this OI affirms the learning culture for IT firms.

Drawing from the different theories, this is the first study where the role of OI, organizational culture and knowledge sharing simultaneously aligned and shows the effect on employee performance with the mediation role of organizational learning.

The purpose of this paper is to analyze how individual project members in IT offshore outsourcing projects cope with culture‐specific behavior, and how the project members' cultural intelligence enables the emergence of negotiated culture.

The employed research approach is an interpretive, in‐depth single‐case study based on 31 qualitative interviews. The cultural intelligence framework serves as a “sensitizing device” to develop a model of cross‐cultural interaction in IT offshore outsourcing projects.

The paper presents a model explaining cross‐cultural interaction at the individual level in IT offshore outsourcing. The analysis shows that effective cross‐cultural interaction manifests itself in active cross‐cultural adaptation behavior, which is driven by motivational and cognitive factors. Cultural intelligence, including cognitive, motivational, and behavioral elements, is found to be an important driver for the development of a negotiated culture, characterized by trust‐based interpersonal relationships, shared understanding, and the effective resolution of conflicts in IT offshore outsourcing projects.

This study helps to understand how the emergence of a negotiated culture depends upon the cultural intelligence of individual project members. Practitioners need to focus on the accumulation of cultural intelligence in their project teams.

This study makes a theoretical contribution to the IT offshore outsourcing domain by presenting a model of individual‐level cross‐cultural interaction in this context. Furthermore, it represents one of the first qualitative case studies on cultural intelligence in IS.

The purpose of this paper is to propose a low-cost, high return model for implementing a programmatic foresight function that is collaboratively integrated with the organization’s existing policy, planning and intelligence (or policy research) functions. Focusing on government agencies, especially those supporting liberal democratic governments, the purpose of the current paper is to propose a new, practical, low-cost and high-return model for implementing a programmatic strategic foresight function that is collaboratively integrated with the organization’s existing policy, planning and intelligence functions. The paper describes the relevant organizational considerations and options for structural adjustments, and suggests how the proposed model can maximize decision-making effectiveness without disrupting pre-existing structures, operations and products. The paper further discusses the necessity and involvement of a central government foresight agency and a non-hierarchical distributed network linking the foresight units.

Possible solutions are considered with respect to costs of development and implementation, risk (likelihood, consequence and uncertainty) of the new function’s failure, direct negative or positive effect on the performance of existing functions, the level of cross-organizational involvement in or collaboration with the new function, the level of cross-organization tangible benefits and the level of vertical involvement, especially at the executive level.

With few exceptions, the implementation of foresight by governments has not been at all methodical, but has followed many different paths, where it has occurred at all. The approach proposed in this paper – establishing a central foresight agency, propagating individual agency-based small programmatic foresight units and virtual teams and creating a non-hierarchical distributed network to link all of them – appears to best meet the success criteria set out in the paper.

Governments, especially liberal democratic ones, and their agencies that have previously shied away from methodically implementing strategic foresight or that have attempted to do so without real success now have an approach that is likely to produce the desired results.

The paper creates a sound framework for governments, especially liberal democratic ones, and their agencies to consider and proceed with the implementation of foresight functions and networks to support them.

The proposed approach is entirely new and generally challenges current practices.

The purpose of this paper is to address the perceptions senior public leaders in local government have regarding the need for business intelligence and their perceptions of the extent to which their organizations are capable of effectively assimilating business intelligence.

The data are from a survey on local governments’ need for and capability to use business intelligence, with a response rate of 50.5 percent, and semi-structured interviews. The survey method originates from private sector research but is adapted to local government conditions in Sweden.

The leaders’ perceptions about the need for business intelligence were fragmented. Their perceptions regarding its use were even more fragmented, both between different municipalities and within municipalities.

The survey is adapted to local government conditions in Sweden and may need further changes to fit other settings. The adaptation and renewal of questions can lead to summation errors in relation to the original survey.

The paper highlights some of the strategic areas where senior public leaders need to advance their business intelligence and prioritize specific organizational capabilities. The dominant logic, enhancing an inward-looking approach, seems to prevent a more thoroughgoing business analysis.

The adaptation of a method that is mainly used in the private sector can give new perspectives to senior public leaders regarding the need for and use of business intelligence and can help them identify the factors that can affect the complexity and volatility in local government settings.

Considers the challenges facing people developing talent strategy in global organizations and ways of overcoming them.

Describes how to maximize the potential of a multi-generational, multi-cultural, cross-organizational, inclusive-talent workforce.

Examines the importance of: highlighting the value of people to organizational success; making the business case; ensuring that the whole organization buys into the concept; having an inclusive/selective talent strategy with equal emphasis on each area; making the chief executive the chief talent officer; joining up talent-management activity with business activity and other people-management strategies; delivering talent management well; and making sure there is involvement from all of the organization’s stakeholders.

Considers that people management works best when the interests of the organization coincide with the interests of individual employees. For the organization this, means achieving its stakeholder objectives. For the employee, it means satisfaction at work, a balanced life and visible career prospects.

Advances the view that the focus on talent has rarely been sharper and so the concept of “make your people before you make your products” is important.

Emphasizes that the attraction, development, management and retention of talented people is critical to the success of all organizations.

This study aims to analyze the moderating effect of managerial discretion on the relationship between cross-border knowledge search and the high-tech firms’ innovation quality in a global health emergency and addresses the following issues: the influence mechanism of different types of cross-border knowledge search on the high-tech firms’ innovation quality in a global health emergency; and the moderating role of different dimensions of manager discretion on the above relationship.

Based on the firms’ strategy selection methods, the authors divided cross-border knowledge search into three aspects, namely, breadth, depth and balance, and analyzed the impact of cross-border knowledge search on the innovation quality of high-tech firms in a global health emergency, taking managerial discretion as the moderating variable, and divided it into position rights, pay rights and operation rights according to the key rights of firms’ strategic management. Furthermore, the authors constructed a theoretical model, and for an analysis sample, the authors collected data from Chinese high-tech firms from 2013 to 2021.

The empirical results show that there is an inverted U-shaped relationship between cross-border knowledge search breadth, depth and balance and the innovation quality of high-tech firms. The position rights, pay rights and operation rights of managerial discretion have partially significant moderating effects on the relationship between cross-border knowledge search breadth, depth and balance and the high-tech firms’ innovation quality.

Considerable literature has grown around the theme of the impact of knowledge search on the firms’ innovation quality. Nevertheless, only a few studies draw on the combination of global health emergency, cross-border knowledge search and the innovation quality; in particular, no literature has analyzed the relationship between the three from the managerial discretion perspective. Exploring the above relationships has great theoretical value for enriching and improving knowledge management and innovation management theories and provides a theoretical basis and practical support for high-tech firms to face challenges of a global health emergency and to break through the innovation dilemma.