Does cultural intelligence increase work engagement? The role of idiocentrism-allocentrism and organizational culture in MNCs

Abstract

Purpose The purpose of this paper is to examine the effects of cultural intelligence (CQ), idiocentrism-allocentrism and organizational culture on work engagement in a multinational organization from the perspective of conservation of resources theory. Design/methodology/approach The sample consisted of 219 employees of a multinational company (MNC). Partial least squares–structural equation modeling was used to test the research model. Findings The results suggest that CQ is positively related to work engagement and that this relationship is moderated by employees’ idiocentrism-allocentrism, as well as by the adaptability dimension of organizational culture. Research limitations/implications Greater generalizability of the findings could be achieved with a more geographically dispersed sample. Other cultural dimensions, as well as personal and organizational characteristics, should be considered in order to more clearly ascertain the relationships between these variables. Practical implications The findings suggest that CQ is a powerful tool for developing employee engagement within MNCs. Furthermore, a highly adaptive organizational culture and consideration of employees’ cultural values are important in order to enhance the effect of CQ on engagement. Originality/value This study identifies relevant resources that can aid in managing a diverse workforce and increasing employee engagement in companies that operate across national borders.

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