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Collaborating across cultures: Cultural metacognition and affect-based trust in creative collaboration

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  • Chua, Roy Y.J.
  • Morris, Michael W.
  • Mor, Shira
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    Abstract

    We propose that managers adept at thinking about their cultural assumptions (cultural metacognition) are more likely than others to develop affect-based trust in their relationships with people from different cultures, enabling creative collaboration. Study 1, a multi-rater assessment of managerial performance, found that managers higher in metacognitive cultural intelligence (CQ) were rated as more effective in intercultural creative collaboration by managers from other cultures. Study 2, a social network survey, found that managers lower in metacognitive CQ engaged in less sharing of new ideas in their intercultural ties but not intracultural ties. Study 3 required participants to work collaboratively with a non-acquaintance from another culture and found that higher metacognitive CQ engendered greater idea sharing and creative performance, so long as they were allowed a personal conversation prior to the task. The effects of metacognitive CQ in enhancing creative collaboration were mediated by affect-based trust in Studies 2 and 3.

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    Bibliographic Info

    Article provided by Elsevier in its journal Organizational Behavior and Human Decision Processes.

    Volume (Year): 118 (2012)
    Issue (Month): 2 ()
    Pages: 116-131

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    Handle: RePEc:eee:jobhdp:v:118:y:2012:i:2:p:116-131

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    Web page: http://www.elsevier.com/locate/obhdp

    Related research

    Keywords: Intercultural relations; Creativity; Trust; Culture; Metacognition;

    References

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