Bridging Cultures in Teams: How Cultural Intelligence Drives Effectiveness Through Cross-Cultural Competence, Moderated by Social Support

Abstract

Purpose: The current research explores the role of cultural intelligence (CQ) in the growth of multicultural team effectiveness, with cross-cultural competence as a mediator and social support as a moderator. It aims to understand how employees in multinational corporations navigate cultural complexity to achieve enhanced team performance. Method: A quantitative method was applied, targeting a sample of employees working for multinational companies. The data were collected from 188 employees using a standardised questionnaire. Cultural intelligence was measured using the 20-item Gozzoli and Gazzaroli (2018) scale, cross-cultural competence using the 11-item Chen (2019) scale, multicultural team effectiveness using the 6-item Shan et al. (2021) scale, and social support using the 10-item Pope et al. (2013) scale. Partial Least Squares Structural Equation Modelling (PLS-SEM) was used to analyse the data. Findings: The results validated that cultural intelligence is a key determinant in enhancing multicultural team performance. Cross-cultural competence proved to be the mediator of the relationship, and social support was discovered to strongly moderate the effect, augmenting the effect of cultural intelligence on team performance.Originality/Implications: This study contributes to the growing body of evidence on cultural dynamics within multinational contexts by incorporating psychological and behavioural factors. It offers HR practitioners applicable guidelines for designing interventions that enhance cultural intelligence and positive work environments.