Cultural Intelligence and Employee Innovation Performance: The Mediating Role of Innovative Work Behaviour and the Moderating Impact of Knowledge Sharing

• Main Author: Liufang, Xin
• Format: Thesis
• Language: English; English; English
• Published: Learning Gate 2025
• Subjects: HD28 Management. Industrial Management
• Online Access: http://ir.unimas.my/id/eprint/49929/; https://learning-gate.org/index.php/index; DOI: 10.55214/2576-8484.v9i10.10402

The burgeoning literature on innovation performance has witnessed a notable increase in interest regarding the multifaceted dynamics that influence employee innovation capabilities. This trend underscores the recognition of the innovation sector as one of the largest and most vital components of the global economy. Within this paradigm, employee innovation performance is increasingly acknowledged as a pivotal factor not only in fostering organizational success but also in significantly contributing to national economic growth. Furthermore, in an era marked by global integration, the growing significance of intercultural communication underscores the pivotal role of cultural intelligence, which refers to the capacity to effectively navigate and utilize cultural differences, in improving employee performance. This study presents a rigorous review of the relevant literature, identifying significant gaps pertaining to the interplay between cultural intelligence, innovative work behavior, knowledge sharing, and employee innovation performance. To address these gaps, a comprehensive research model was proposed to identify and elucidate factors that enhance employee innovation performance, particularly within the context of diverse and cross-cultural environments prevalent in foreign trade companies. Central to this investigation is the role of cultural intelligence (comprising four dimensions: cognitive CQ, metacognitive CQ, motivational CQ, and behavioral CQ) in employee innovation performance. Additionally, innovative work behavior is posited as a mediating variable that elucidates the mechanisms linking cultural intelligence to employee innovation performance. Knowledge sharing is introduced as a moderator that could potentially amplify the relationship between the dimensions of cultural intelligence and innovative work behavior. The theoretical framework for this study is grounded in three interrelated theories: Innovation Theory, Cultural Diversity Management Theory, and Social Exchange Theory. The research was conducted across six eastern cities in China, utilizing a quantitative methodology. Data were collected using survey questionnaires, yielding a robust dataset of 316 responses. Analysis was performed using WarpPLS (version 6.0) software to conduct Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings reveal support for all four hypotheses regarding direct relationships, indicating a strong link between cultural intelligence and employee innovation performance. Notably, all mediating hypotheses were validated, with innovative work behavior serving as a significant mediator across all dimensions of cultural intelligence. Specifically, the analysis demonstrated that innovative work behavior mediates the relationships between cognitive CQ, metacognitive CQ, motivational CQ, and behavioral CQ with employee innovation performance. However, only one moderating hypothesis received support: knowledge sharing positively moderated the relationship between motivational CQ and innovative work behavior. This research offers valuable insights into the field of innovation performance by elucidating the intricate relationships among the constructs, thus providing a foundation for future investigations aimed at enhancing employee innovation capabilities in culturally diverse contexts. The implications of these findings are substantial for practitioners in foreign trade companies, offering strategic guidance for leveraging cultural intelligence and fostering innovative work behaviors to drive performance and competitiveness.