literature review文献综述:Organizational Cultural Intelligence a(3)

Elenkov and Manev (2009) believed that cultural intelligence can help people to better understand the behaviors that other people have to achieve their goals. They can look at these behaviors from the perspective of people in a specific cultural environment. This is confirmed by empirical research. The results show that metacognitive cultural intelligence and cognitive cultural intelligence can significantly improve the accuracy of people's predictions, judgments, and decision-making.

Cultural intelligence influences the individual's psychological level, including the individual's intercultural adaptation and happiness. Cultural adaptation can be further divided into general adaptation (general living conditions in the new culture), work adaptation (work culture in the new environment) and communication adaptation (socialization and getting along with local people). Ang et al. (2007) found that both motivational and behavioral cultural intelligence had significant effects on acculturation and well-being, among which motivational cultural intelligence could effectively predict work adaptation and general adaptation. When Li Xiaoyan et al. (2012) studied the adaptation problems of overseas students in China, they found that cultural intelligence could significantly predict the cross-cultural adaptation of overseas students, and introduced psychological capital and social support as the moderating variables, which proved that psychological capital was also an important pre-dependent variable of cultural intelligence. Wang Zeyu et al. (2013) focused on the adaptation of expatriate scholars and proposed that there was a significant positive correlation between the three dimensions of motivational cultural intelligence and cross-cultural adaptation. Kyle (2013) studied the relationship between language ability, cultural intelligence and expatriate success, and found that cultural intelligence can effectively predict expats' life and job satisfaction in foreign countries.

Caputo, Ayoko and Amoo (2018) believed that the motivational dimension of cultural intelligence can help individuals to reduce the pressure of interacting with others in a new cultural environment, and bring about cultural adaptation and well-being, while behavioral culture intelligence can help individuals to adjust their behavior according to different environments to achieve cultural adaptation. Their research results show that global professionals with highly motivational cultural intelligence often have higher cross-cultural adaptation to achieve higher work adaptation and interaction adaptation.

In addition, the psychological results related to cultural intelligence include emotional burnout, interpersonal trust and the need for achievement. Tay et al. (2010) found a significant negative correlation between cultural intelligence and emotional burnout. In their study of a multicultural team, Rockstuhl and Ng (2008) found that focus characters were more willing to trust their partners in the following situations: focus characters had higher metacognitive and cognitive cultural intelligence; The partners have high behavioral cultural intelligence; The two sides come from different cultural backgrounds. However, Chua and Morns (2009) found through empirical studies that the impact of cultural intelligence on interpersonal trust was only significant in the case of cultural diversity. Vedadi et al. (2010) found in the research that cultural diversity also has a certain impact on the managers in the organization, and the managers with high cultural intelligence level in the cross-cultural team will have higher achievement needs.

1.3 Organizational cultural intelligence

1.3.1 Definition of organizational culture intelligence

Earley and Ang (2003) defined organizational culture intelligence, which is the ability of an organization’s quick adaptation and matching to adapt to the new environment, the organization's use, management, marketing and other activities, culture, tradition, values, beliefs and other factors in the new environment.

Brooks Peterson (2008) further explained organizational culture intelligence as the ability that people are from all walks of life show to improve communication in different cultural environments by maintaining rapport with clients, partners and colleagues from different cultures, the ability is reflected in language, space, inner (or emotional) aspects, as well as interpersonal relationships. In short, cultural intelligence is the ability of an organization to adapt to new cultures when they deal with other people from different cultures.

Thomas (2006) defined organizational culture intelligence as the ability of an organization to reconfigure its capabilities to operate and manage effectively in a culturally diverse environment.

1.3.2 Measurement of organizational culture intelligence 

Moon (2010) decomposed cultural intelligence into three capabilities from an organizational perspective, namely processes capability, positions capability and paths capability. The organization's process capabilities include three tasks: coordination or integration, learning and reconfiguration. Positioning capability refers to the company's special assets, such as technical assets, complementary assets, financial assets, reputation assets, structural assets, institutional assets, market assets and organizational boundaries. Path capability refers to the strategic choices available to the enterprise and the historical experience it has. 

Huang (2011) further explained the influence mechanism of cultural intelligence on three abilities based on the study of Moon (2010). First, improving employees' metacognitive intelligence and cognitive culture intelligence can effectively improve a company's processes capability, namely, it improves employees' ability to acquire and recognize information. Second, improving employees’ motivation and cultural intelligence can effectively improve the enterprise's positioning capability, which enables employees to have a clearer understanding of the company's assets and advantages. Third, improving employees’ action culture intelligence can effectively improve the company's path capability, that is, employees can make the most appropriate behavior based on past experience and corporate strategy.

1.3.3 Antecedent of organizational culture intelligence

Because managers generally have more resources in an organization than the average employees, their responsibilities and decisions make more impact on the organization, and their higher status in the organization also makes the managers’ behavior and style have played greater guidance and role model for other members of the organization (Collins & Clark, 2003), so the cultural intelligence of managers in organizations has a more significant impact on organizational culture intelligence than ordinary employees. The cultural IQ of executive team members is one of the important antecedents that affect organizational culture intelligence.

Brickson (2000) proposed that team-based work forms are increasingly common in multinational workplaces. In this context, cross-cultural team members in an organization agree that their degree of membership in the team affects their behavior at work, which further influences the cultural adaptability and smooth operation of the organization as a whole. If a member of an intercultural team clearly feels that he or she is different from other members of different cultural backgrounds, he may have a lower team identity in the work coordination. On the contrary, if team members from different cultural backgrounds agree with each other, the cultural intelligence of the organization may reach a higher level, because people will feel more comfortable and natural when working with people they identify with, and they are more willing to cooperate with each other (Eckela & Grossman, 2005). It can be seen that team identity is antecedent that affects organizational culture intelligence.

In the global operation, an organization will develop a suitable cross-cultural management strategy, adopts an inclusive management approach to the culture of the country in which the subsidiary is located, overcomes any conflicts of heterogeneous culture under cross-cultural conditions, and creates unique corporate culture, thus forming a fruitful management process. Its purpose is to design a practical organizational structure and management mechanism in different forms of cultural atmosphere, to cultivate and shape the various capabilities of the enterprise to adapt to the challenges brought about by cultural differences, and thus have a direct impact on the cultural intelligence of enterprises. Therefore, the organization's cross-cultural management strategy is one of the important antecedents that affect organizational culture intelligence.

Corporate culture is the sum of business philosophy, business purpose, business policy, values, business behavior, social responsibility, and business image formed by a company in its business activities. Franco (2016) pointed out that an inclusive and people-oriented corporate culture enables companies to pay more attention to and respect other cultures, and is willing to provide targeted products and services to consumers of different cultural backgrounds. Franco (2016) figured that companies with corporate culture that are good at communicating and respecting their employees are more capable of cross-cultural management. These companies are often able to more quickly and accurately understand the needs of consumers from different cultural backgrounds. Franco (2016) found that companies with a sense of social responsibility will actively avoid culturally discriminatory behaviors and are more likely to be loved by consumers of different cultural backgrounds. All in all, corporate culture is one of the important antecedents that affect organizational culture intelligence.