Abstract
In this study, we demonstrate that cultural intelligence (CQ) is essential for expatriates working in foreign subsidiaries; that is, expatriates who have higher CQ are better able to acquire knowledge and perform tasks, especially when knowledge is highly tacit and complex. A survey of 274 expatriate-supervisor dyads working in 106 overseas subsidiaries of Chinese multinational companies supports the hypothesized theoretical model. Specifically, CQ has the greatest effect on expatriates’ knowledge acquisition and subsequent task performance when knowledge is highly tacit and complex. The findings have theoretical and practical implications in the context of cross-border management.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
