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

Roy Y.J. Chua, Michael W. Morris and Shira Mor

Organizational Behavior and Human Decision Processes, 2012, vol. 118, issue 2, 116-131

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.

Keywords: Intercultural relations; Creativity; Trust; Culture; Metacognition (search for similar items in EconPapers)
Date: 2012
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Citations: View citations in EconPapers (36)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:jobhdp:v:118:y:2012:i:2:p:116-131

DOI: 10.1016/j.obhdp.2012.03.009

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