Does cultural intelligence increase work engagement? The role of idiocentrism-allocentrism and organizational culture in MNCs

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Abstract

Purpose: The purpose of this paper is to examine the effects of cultural intelligence (CQ), idiocentrism-allocentrism and organizational culture on work engagement in a multinational organization from the perspective of conservation of resources theory. Design/methodology/approach: The sample consisted of 219 employees of a multinational company (MNC). Partial least squares–structural equation modeling was used to test the research model. Findings: The results suggest that CQ is positively related to work engagement and that this relationship is moderated by employees’ idiocentrism-allocentrism, as well as by the adaptability dimension of organizational culture. Research limitations/implications: Greater generalizability of the findings could be achieved with a more geographically dispersed sample. Other cultural dimensions, as well as personal and organizational characteristics, should be considered in order to more clearly ascertain the relationships between these variables. Practical implications: The findings suggest that CQ is a powerful tool for developing employee engagement within MNCs. Furthermore, a highly adaptive organizational culture and consideration of employees’ cultural values are important in order to enhance the effect of CQ on engagement. Originality/value: This study identifies relevant resources that can aid in managing a diverse workforce and increasing employee engagement in companies that operate across national borders.

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Gabel-Shemueli, R., Westman, M., Chen, S., & Bahamonde, D. (2019). Does cultural intelligence increase work engagement? The role of idiocentrism-allocentrism and organizational culture in MNCs. Cross Cultural and Strategic Management, 26(1), 46–66. https://doi.org/10.1108/CCSM-10-2017-0126

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